Variable Pay Executive Compensation
Executive Compensation ppt
IBM EXECUTIVE COMPENSATION PACKAGE
Two main components of executive compensation
package
Base salary and Cash Incentive/ Bonus Long-term Incentive Compensation Competitive marketplace Complexity of leading IBM Gerstner performance
INDIAN PRACTICES
Executive compensation in India is built around
three important factors. Job complexity. Employers ability to pay. Executive human capital.
PRIVATE SECTOR vs. PUBLIC SECTOR
The salary of top executives of public sector are
miserable compared to private sector . EXAMPLES: S B I of India chief is paid 10%of HDFC Bank Managing Director BHEL’S chief is getting about 10 to 12 lakhs per annum as against ABB ‘S MD getting nearly 40 to 50 lakhs
Stock options
Initial employment, promotion, renewal or fully vestem Components
现代人力资源管理中常用专业术语
现代人力资源管理中常用专业术语首席人力资源官(Chief Human Resource Officer)，HRD（Human Resource Development) 人力资源发展，简称HRD。
人力资源总监/主管HRD（Human Resource Director）。
HRD的核心内容包括培训开发、组织发展和职业生涯规划三个部分。
HRM=Human Resource Manager.人力资源经理HRM 是human resource management的缩写，是指人力资源管理（也叫HR管理）HR-Human Resource人力资源,目标是让企业HR更好地进行人力资源的发展和规划。
系统重点是实现人力资源部门在员工素质管理、薪资管理、绩效考核等方面的需求。
A：Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权B：Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭C：Candidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法D：Davis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简E：Early retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加•施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段F：Fact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能控制Functional job analysis：功能性工作分析法G：General economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Gain sharing：收益分享H：Halo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织I：Illegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈J：Job analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰•霍兰德Junior board：初级董事会L：Layoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂M：Maintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO) ：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段N：Nondirective interview：非定向面试O：Occupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问P：Paired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method/Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning：程序化教学Q：Qualifications inventories：资格数据库Quality circle：质量圈R：Ranking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击 Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演S：Skip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠT：Task analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段U：Unsafe conditions：不安全环境Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为V：Validity：效度Value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权Voluntary bargaining：自愿谈判项目Voluntary pay cut：自愿减少工资方案Voluntary time off：自愿减少时间W：Wage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利人力资源管理词汇人力资源管理 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 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人力资源信息统 Human Resource Information System,HRIS 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。
爱立信薪酬体系英文版
企业文化 Company culture
Compensation & Benefit 薪酬体系
仁者见仁，智者见智的薪酬体系
人力资源管理 的灵魂
人力资源管理 中技术/技巧难 度最大的部分
最直白的竞争
直接影响公司 财务运作
既灵活又抽象， 为我所用
管理的平台
C&B Program Management Cycle 薪酬体系管理流程
Factor 4: Knowledge 知识技能
Knowledge required in job to
accomplish objective and create value 完成工作并增加价值所需的知识技能
Teams 团队 Knowledge 知识技能
Breadth宽度
Steps to set IPE System 设定IPE的步骤
Frame 架构(内部或外部) Communications 沟通
Position’s responsibility for communications both within and outside the organization 职位要求的对内部及外部的沟通
Factor 3: Innovation 创新精神
•Leave & holiday 休假 •Life&Medical Insurance人寿和医疗保险 •Overseas Travel Insurance 境外旅行保险
•Transportation 交通 •Meal allowance 饭补 • Others - welfare, rewarding 其他...
Externally Competitive 外部竞争力
常见人力资源英语词汇
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?
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?
常见人力资源英语
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?
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
HRD?Appraisal?人力资源开发评价?
HRD?Intermediary?人力资源开发媒介?
剑桥商务英语中级词汇
BEC中级考试词汇必备Aabroad adv.在国外，出国，广泛流传absence n.缺席，离开absent adj.不在，不参与absenteeism n.（经常性）旷工，旷职absorb v.吸收，减轻（冲击、困难等）作用或影响abstract n.摘要access n.接近（或进入）的机会，享用权v.获得使用计算机数据库的权利accommodation n.设施，住宿account n.会计帐目accountancy n.会计工作accountant n.会计accounts n.往来帐目account for解释，说明account executive n.（广告公司）客户经理"accruals n.增值，应计['kru l]achieve v.获得或达到，实现，完成acknowledge v.承认，告知已收到（某物），承认某人acquire v.获得，得到"acquisition n.收购，被收购的公司或股份[akw 'z ije n]acting adj.代理的activity n.业务类型actual adj.实在的，实际的，确实的adapt v.修改，适应adjust v.整理，使适应administration n.实施，经营，行政administer v.管理，实施adopt v.采纳，批准，挑选某人作候选人advertise v.公布，做广告ad n.做广告，登广告advertisement n.出公告，做广告advertising n.广告业after-sales service n.售后服务agenda n.议事日程agent n.代理人，经纪人allocate v.分配，配给['el ,ket] amalgamation n.合并，重组[,melg 'me je n] ambition n.强烈的欲望，野心"amortise v.摊还['m o rta i z]analyse v分析，研究analysis n.分析，分析结果的报告analyst n.分析家，化验员annual adj.每年的，按年度计算的annual general meeting（AGM）股东年会anticipate v.期望[en't i s ,pet]anticipated adj.期待的appeal n.吸弓|力apply v.申请，请求；应用，运用applicant n.申请人application n.申请，施用，实施appointee n.被任命人[,p oi n'ti] appraisal n.估量，估价appreciate v.赏识，体谅，增值"appropriate v.拨出（款项）['propr i,et]approve v.赞成，同意，批准aptitude n.天资，才能"arbitrage n.套利['a rb tr i d3] arbitration n.仲裁"arrears n.欠帐assemble v.收集，集合assembly-line n.装配线，流水作业线assess v.评定，估价asset n.资产current asset n.流动资产fixed asset n.固定资产（=capital assets frozen assetn.冻结资产intangible assets n.无形资产[i n'tend3 b!] liquidassets n.速动资产tangible assets n.有形资产assist v.援助，协助，出席audit n.查账，审计automate v.使某事物自动操作average n.平均，平均水准awareness n.意识；警觉Bbacking n.财务支持，赞助backhander n.贿赂（=briber»*backlog n.积压（工作或订货）bad debt死账（无法收回的欠款）balance n.收支差额，余额balance ofpayments n.贸易支付差额balance sheet n.资产负债表bankrupt adj.破产的bankruptcy n.破产bank statement n.银行结算清单（给帐户的），银行对账单bar chart n.条形图，柱状图bargain v.谈判，讲价base n.基地，根据地ba忙h n.一批，一组，一群batch production 批量生产bear market n.熊市beat v.超过，胜过behave v.表现，运转behaviour n.举止，行为，运转情况below-the-line advertising线下广告，尚未被付款的广告benchmark n.衡量标准benefit n.利益，补助金，保险金得益fringe benefits n.附加福利sickness benefit n.疾病补助费bid n.出价，投标takeover bid n.盘进（一个公司）的出价bill n.账单，票据billboard n.（路边）广告牌，招贴板black adj.违法的in the black有盈余，贷方black list黑名单，禁止贸易的（货物、公司及个人）名单black Monday n.黑色星期一，指1987年10月国际股票市场崩溃的日子blue chips n.蓝筹股，绩优股blue-collar adj.蓝领（工人）的Board of Directors n.董事会Bond n.债券bonus n.津贴，红利books n.公司帐目book value n.账面价值，（公司或股票）净值bookkeeper n.簿记员，记帐人boom n.繁荣，暴涨boost v.提高，增加，宣扬bottleneck n.瓶颈，窄路，阻碍bottom adj.最后的，根本的v.到达底部，建立基础bounce v.支票因签发人无钱而遭拒付并退回brainstorm n./v.点子会议，献计献策，头脑风暴branchn.分支，分部brand n.商标，品牌brand leader n.占市场最大份额的品牌，名牌brand loyalty n.（消费者）对品牌的忠实break even v.收支相抵，不亏不盈break even point收支相抵点，盈亏平衡点breakthrough n.突破brief n.摘要brochure n.小册子broker n.经纪人，代理人bull market 牛市budget n.预算bulk n.大量（货物）adj.大量的bust adj.破了产的buyout n.买下全部产权CCAD（=Computer Aided Design） n.计算机辅助设计call n.打电话call on v.呼吁，约请，拜访campaign n.战役，运动candidate n.求职者，候选人canteen n.食堂canvass v.征求意见，劝说capacity n.生产额，（最大）产量caption n.照片或图片下的简短说明capital n.资本，资金capture v.赢得cash n.现金，现付款v.兑现cash flow n.现金流量case study n.案例分析catalogue n.目录，产品目录catastrophe n.大灾难，大祸CEO n. Chief ExecutiveOfficer （美）总经理chain n.连锁店challenger n.拟匕战者channel n.（商品流通的）渠道charge n.使承担，要（价），把……记入（账册等）chart n.图表checkout n.付款台chief adj.主要的，首席的，总的CIF, c.i.f.成本保险费加运费circular n.传阅的小册子（传单等）circulate v.传阅claim n./v.要求，索赔client n.委托人，顾客cold adj.没人找上门来的，生意清淡的commercialise v.使商品化commission n.佣金*commitment n.承诺commodity n.商品，货物company n.公司limited （liability） company （ltd.）股份有限公司public limited company （plc） n.股票上市公司compensate v.补偿，酬报compensation n.补'偿，酬金compete v.比赛，竞争competition n.比赛，竞争competitor n.竞争者，对手competitive adj.竞争性的component n.机器元件、组件、部件，部分concentrated marketing n.集中营销策略condition n.条件，状况*configuration n.设备的结构、组合conflict n.冲突，争论"conglomerate n.综合商社，多元化集团公司*consolidate v.帐目合并"consortium n.贝才团constant adj.恒定的，不断的，经常的consultant n.咨询人员，顾问，会诊医生consumables n.消耗品consumer durables n.耐用消费品（如：洗衣机）consumer goods n.消费品，生活资料"contingency n.意外事件continuum n.连续时间contract n.合同，契约contractor n.承办商，承建人contribute v.提供，捐献contribution n.贡献，捐献，税conversion n.改装，改造conveyor n.运送，传递，转让core time n.（弹性工作制的）基本上班时间（员工于此段时间必须上班，弹性只对除此以外的时间有效）cost n.成本fixed costs固定成本running costs日常管理费用variable costs 可变成本cost-effective adj.合算的，有效益的costing n.成本计算，成本会计credit n.赊购，赊购制度credit control赊销管理（检查顾客及时付款的体系）letter of credit 信用证credit limit赊销限额credit rating信贷的信用等级，信誉评价creditor n.债权人，贷方"creditworthiness n.信贷价值，信贷信用crisis n.危机，转折点critical adj.关键的"critical path analysis n.关键途径分析法currency n.货币，流通current adj.通用的，现行的Current account往来帐户，活期（存款）户current assets n.流动资产current liabilities n.流动负债customise v.按顾客的具体要求制造（或改造等）;顾客化cut-throat adj.残酷的，激烈的cut-price a.削价（出售）的CV（=curriculum vitae） n.简历，履历"cycle time n.循环时间Ddamages n.损害，损失deadline n.最后期限deal n.营业协议，数量v.交易dealer n.商人debit n.借方，欠的钱v.记入帐户的借方debt n.欠款，债务to get into debt 负债to be out of debt 不欠债to pay off a debt 还清债务debtor n.债务人aged debtors长期债务人declare v.申报，声明decline n./v.衰退，缓慢，下降decrease v.减少deduct v.扣除，减去default n.违约，未履行defect n.缺陷defective adj.有缺点的defer v.推迟deferred payments n.延期支付deficit n.赤字delivery cycle n.交货周期*demand management n.需求规化demotivated adj.消极的，冷谈的deposit n.储蓄，预付（定金）depot n.仓库depreciate v.贬值，（对资产）折旧depressing adj.令人沮丧的deputy n.代理人，副职，代理devalue v.货币贬值（相对于其它货币）diet n.饮食，食物，特种饮食differentiation n.区分，鉴别dimensions n.尺寸，面积，规模direct v管理，指导director n.经理，主管Managing Director n.总经理direct cost n.直接成本direct mail n.（商店为招揽生意而向人们投寄的）直接邮件direct selling n.直销，直接销售directory n.指南，号码簿discount n.折扣，贴现dismiss v.让..... 离开，打发走dismissal n.打发走dispatch n./v.调遣display n./v.展出，显示dispose v.安排，处理（事务）dispose of去掉，清除distribution n.分配，分发，分送产品"diversify v.从事多种经营；多样化divest v.剥夺dividend n.股息，红利，年息division n.部门*dog n.滞销品down-market a./ad.低档商品的*down-time/downtime n.设备闲置期DP（=Data Processing） n.计算机数据处理，计算机数据处理部门dramatic adj.戏剧性的drive n.积极性，能动性due adj.应付的，预期的dynamic adj.有活力的Eearnings n.工资efficiency n.效率endorse v.背书，接受engage v.雇用entitle v.授权entitlement n.应得的权利holiday entitlement n.休假权equity n.股东权益equity capital n.股本equities普通股，股票estimated demand n.估计需求evaluate v.估价，评价eventual adj.最终的exaggerate v.夸张exceed v.超过exhibit n.展览，表现expenditure n.花费，支出额expense n.费用，支出expense account n.费用帐户expenses n.费用，业务津贴expertise n.专长，专门知识和技能"exposure n.公众对某一产品或公司的知悉；广告所达到的观众总数Ffacilities n.用于生产的设备、器材facilities layout n.设备的布局规化、计划facilities location n.设备安置"factoring n.折价购买债券*fail-safe system n.安全系统feasibility study n.可行性研究feedback n.反馈，反馈的信息field n.办公室外边，具体业务file n.文件集，卷宗，档案，文件v.把文件（或资料）归档fill v.充任finance n.资金，财政v.提供资金financial adj.贝才政的financing n.提供资金，筹借资金finished goods n.制成品firm n.公司fire v.解雇fix v.确定，使固定在fix up v.解决，商妥fiscal adj.国库的，财政的*flagship n.同类中最成功的商品，佼佼者flexible adj.有弹性的，灵活的flextime n.弹性工作时间制flier（=flyer） n.促销传单float v.发行股票flop n.失败flow shop n.车间fluctuate v.波动，涨落，起伏FOB, f.o.b n.离岸价*follow-up n.细节落实，接连要做的事forecast v.预测four P's指产品PRODUCT、价格PRICE、地点PLACE、促销PROMOTIONframework n.框架，结构*franchise n.特许经销权v.特许经销，给予特许经销权guarantee n.保证，保单guidelines n.指导方针，准则Hhand in v.呈送hand in one's notice 递交辞呈handle v.经营*hands on adj.有直接经验的hard sell n.强行推销hazard n.危险，危害行为head n.主管，负责health and safety n.健康和安全*hedge n.套期保值hidden adj.隐藏的，不明显的hierarchy n.等级制度，统治集团，领导层hire v.雇用hire purchase n.分期付款购物法hit v.击中，到达holder n.持有者holding company n.控股公司hostile adj.不友好的，恶意的HRD n.人力资源发展部human resources n.人力资源*hype n.天花乱坠的（夸张）广告宣传Iimpact n.冲击，强烈影响implement v.实施，执行franchisee n.特许经营人franchiser n.授予特许经营权者fraud n.欺骗*freebie n.（非正式的）赠品，免费促销的商品freelance n.& adj.自由职业者（的）funds n.资金，基金futures n.期货交易Ggap n.缺口，空隙*gearing n.配称（即定息债务与股份资本之间的比率）*gimmick n.好主意，好点子goal n.目标going adj.进行的，运转中的going rate n.产品的市场价格goods n.货物，商品goodwill n.声誉*go public v.首次公开发行股票grapple with v.与...... 搏斗，尽力解决grievance n.申诉，抱怨gross adj.总的，毛的gross margin n.毛利率gross profit n.毛利gross yield n.毛收益gradually adv.逐渐地group n.（由若干公司联合而成的）集团grow v.增长，扩大growth n.增长，发展implication n隐含意义incentive n.刺激；鼓励income n.工资或薪金收入，经营或投资的收入earned income劳动收入，劳动所得unearned income非劳动收入，投资所得increment v.定期增加incur v招致，承担"indemnity n.偿还，赔偿index n.指数，索弓|retail price index零售价格指数indirect costs n.间接成本induction n.就职industrial adj.工业的industrial action n.（罢工、怠工等）劳工行动industrial relations n.劳资关系inefficiency n.低效率，不称职inflate v.抬高（物价），使通货等）膨胀inflation n.通货膨胀"infringe v.违法，违章initial adj.初步的innovate v.革新input n.投入insolvent adj.无清偿力的installment n.部分，分期付款insure v.给..... 保险，投保insurance n.保险interest n.利息，兴趣interest rate n.利率interim n.中期，过渡期间intermittent production n.阶段性生产interview n./v.面试interviewee n.被面试的人interviewer n.主持面试的人，招聘者introduce v.介绍，提出"inventory n.库存buffer inventory n.用于应付突发性需求的存货capacityinventory n.用于将来某时使用的存货cycle inventory n.循环盘存decoupling inventory n.保险性存货（以应付万一）finished goods inventory n.制成品存货（盘存）pipeline inventory n.在途存货raw materials inventory n.原材料存货work-in-progress inventory n.在制品盘存（存货）invest v.投资investment n.投资investor n.投资者invoice n.发票v.给（某人）开发票irrevocable adj.不可撤消的，不能改变的issue n.发行股票* rights issue n.优先认股权IT=Information Technology 信息技术item n.货物，条目，条款Jjob n.工作job description工作说明，职务说明*job lot n. 一次生产的部分或少数产品job mobility工作流动job rotation工作轮换job satisfaction工作的满意感（自豪感）*job shop n.专门车间jobbing n.为一次性的或小的订货需求而特设的生产制度joint adj.联合的joint bank account （几个人的）联合银行存款帐户journal n.专业杂志*jurisdiction n.管辖（权）junk bonds n.低档（风险）债券，垃圾债券junk mail n.（未经收信人要求的）直接邮寄的广告宣传*just-in-time n.无库存制度Kkey adj.主要的，关键的knockdown adj.（价格）很低的know-how n.专门技术Llabel n.标签，标牌v.加标签，加上标牌labour n.劳动，工作，劳动力labour market劳动力市场labour relations 劳资关系labour shortage劳动力短缺*launch v.在市场推出一种新产品n.新产品的推出lay-off/layoff n./v.临时解雇literature n.（产品说明书之类的）印刷品，宣传品litigate v.提出诉讼loan n./v.贷款，暂借logo n.企业的特有标记lose v.亏损loser n.失败者loss n.损失lot n.批，量loyalty n.忠诚，忠实Mmagazine n.杂志，期刊mailshot n.由B购maintain v.维持，保持maintenance n.维持，坚持major adj.重大的，主要的，较大的majority shareholding 绝对控股make n.产品的牌子或型号make-to-order adj.根据订货而生产的产品make-to-stock adj.指那些在未收到订货时就已生产了的产品management n.管理，管理部门middle management n.中层管理人员senior management n.高层管理人员managerial adj.管理人员的，管理方面的manager n.经理plant manager n.工厂负责人line manager n.基层负责人staff manager n.部门经理助理management accounts n.管理帐目matrix management n.矩阵管理*management information system(MIS) n. 管理信息系统manning n.人员配备manpower n.劳动力manpower resources n.劳动力资源manual adj.体力的，人工的，蓝领的manufacture v.(用机器)制造manufacturer n.制造者(厂、商、公司) manufacturing adj.制造的manufacturing industry 制造业margin n.利润gross margin n.毛利率net margin n.净利润mark-up v.标高售价，加价market n.市场；产品可能的销量down market adv./adj.低档商品/地的up market adj./adv.高档商品的/地marketing mix n.综合营销策略，指定价、促销、产品等策略的配合market leader n.市场上的主导公司*market niche n.小摊位，专业市场的一个小部分market penetration n.市场渗入market segmentation 市场划分market share n.市场占有率，市场份额*mass-marketing n.大众营销术*master production schedule n.主要生产计划U*material requirements planning(MRP) n.计算layout n.工厂的布局lead v.领先，领导lead time n.完成某项活动所需的时间leaflet n.广告印刷传单lease n.租借，租赁物legal adj.合法的lend v.出借，贷款lessee n.承租人lessor n.出租人*ledger n.分类帐nominal ledger n.记名帐purchase ledger n.进货sales ledger n.销货帐*leverage n.杠杆比率liability n.负债liabilities n.债务licence（US: license） n.许可证license v.许可，批准life cycle n.寿命周期likely adj.可能的*line process流水线（组装）link n.关系，联系，环liquid adj.易转换成现款的liquidate v.清算*liquidity n.拥有变现力liquidation n.清理（关闭公司），清算liquidator n.清算人，公司资产清理人listed adj.登记注册的listing n.上市公司名录生产中所需材料的方法"materials handling n.材料管理，材料控制maximise v.使增至最大限度、最大化measure n.措施，步骤media n.新闻工具，传媒mass media大众传媒（如电视、广播、报纸等）merchandising n.（在商店中）通过对商品的摆放与促销进行经营merge v.联合，合并merger n.（公司，企业等的）合并merit n.优点，值得，应受method study n.方法研究middleman n.中间人，经纪人full milk n.全脂牛奶skimmed milk n.脱脂乳minimise v.使减至最小限度，最小化"mission n.公司的长期目标和原则mobility n.流动性，可移性moderately adv.中等地，适度地monopoly n.垄断，独占mortgage n./v.抵押motivate v.激励，激发……的积极性motivated adj.有积极性的motivation n.提供动机，积极性，动力motive n.动机Nnegotiate v.谈判negotiable adj.可谈判的，可转让的net adj.净的，纯的network n.网络*niche n.专业市场中的小摊位notice n.通知，辞职申请，离职通知Oobjective n.目标，目的obsolete adj.过时的，淘汰的，废弃的offer n.报价，发盘offer v.开价off-season adj./adv.淡季的off-the-shelf adj.非专门设计的off-the-peg adj.标准的，非顾客化的opening n.空位operate v.操作，经营，管理operating profits 营业利润"operations chart n.经营（管理）表"operations scheduling n.生产经营进度表opportunity n.机会"optimize v.优化option n.选择权share option n.期权organigram n.组织图organisation chart n.公司组织机构图orient v.定向，指引orientation n.倾向，方向；熟悉，介绍情况outcome n.结果outlay n.开销，支出，费用"outlet n.商店a retail outlet 零售店outgoings n.开支，开销outlined adj.概括，勾勒的草图output n.产量"outsource v.外购产品或由外单位制做产品outstanding adj.未付款的，应收的over-demand n.求过于供overdraft n.透支overdraft facility 透支限额overdraw v.透支"overhead costs n.营业成本"overheads n.企业一般管理费用overpay n.多付（款）overtime n.力口壬班overview n.概述，概观owe v.欠钱，应付Pp.a.（二per annum） n.每年packaging n.包装物；包装parent company n.母公司，总公司part-time adj.部分时间工作的，业余的participate v.参加，分享（in）partnership n.合伙（关系），合伙，合伙企业patent n.专利pay n.工资，酬金v.付钱，付报酬take-home pay实得工资payroll n.雇员名单，工资表peak n.峰值，顶点penetrate v.渗透，打入（市场）penetration n.目标市场的占有份额pension n.养老金，退休金perform v.表现，执行performance n.进行，表现工作情况performance appraisal n.工作情况评估perk n.额外待遇（交通、保健、保险等）personnel n.员工，人员*petty cash n.零用现金phase out n.分阶段停止使用*pick v.提取生产用零部件或给顾客发货* picking list n.用于择取生产或运输订货的表格pie chart n.饼形图pilot n.小规模试验pipeline n.管道，渠道plant capacity n.生产规模，生产能力plot v.标绘，策划*plough back n.将获利进行再投资* point of sale （POS） n.销售点policy n.政策，规定，保险单*portfolio n.（投资）组合*portfolio management n.组合证券管理post n.邮件，邮局；职位position n.职位potential n.潜在力，潜势power n.能力purchasing power 贝勾买力PR二Public Relations 公共关系*preference shares n.优先股price n.价格market price市场价，市价retail price 零售价probation n.试用期product n.产品production cycle n.生产周期production schedule n.生产计划【Jproduct life cycle n.产品生命周期product mix n.产品组合（种类和数量的组合）productive adj.生产的，多产的*profile n.简介形象特征profit n.利润operating profit n.营业利润profit and loss account n.损益帐户project v.予预测promote v .推销promotion n.提升，升级proposal n.建议，计划prospect n.预期，展望prospectus n.计划书，说明书prosperity n.繁荣，兴隆prototype n.原型，样品*publicity n.引起公众注意public adj.公众的，公开的go public 上市public sector公有企业publicity n.公开场合，名声，宣传publics n.公众，（有共同兴趣的）一群人或社会人士punctual adj.准时的punctuality n.准时purchase v. & n.贝勾买purchaser n.买主，采购人QQC（=Quality Circle） n.质检人员qualify v.有资格，胜任qualified adj.有资格的，胜任的，合格的qualification n.资格，资格证明quality n.质量quality assurance n.质量保证quality control质量控制，质量管理quarterly adj./adv.季度的，按季度questionnaire n.调查表，问卷quote n.报价，股票牌价quotation n.报价，股票牌价RR&D Research and Development 研究与开发radically adv.根本地，彻底地raise n.（美）增加薪金v.增加，提高；提出，引起range n.系列产品rank n./v.排名rapport n.密切的关系，轻松愉快的气氛rate n.比率，费用fixed rate固定费用，固定汇率going rate现行利率，现行汇率rating评定结果ratio n.比率rationalise v.使更有效，使更合理raw adj.原料状态的，未加工的raw material n.原材料receive v.得至1」receipt n.收据receiver n.接管人，清算人accounts receivable 应收帐receivership n.破产管理recession n.萧条reckon v.估算，认为recognise v.承认reconcile v.使...... 相吻合，核对，调和recoup v.扣除，赔偿recover v.重新获得，恢复recovery n.重获，恢复recruit v.招聘，征募n.新招收的人员recruitment n.新成员的吸收red n.红色in the red赤字，负债reduce v.减少reduction n.减少redundant adj.过多的，被解雇的redundancy n.裁员，解雇reference n.参考，参考资料reference number （Ref. No.）产品的参考号码refund n./v.归还，偿还region n.地区*reimburse v.偿还，报销reject n./v.拒绝reliability n.可靠性relief n.减轻，解除，救济relocate v.调动，重新安置remuneration n.酬报，酬金rent v.租n.租金rep （代表）的缩写report to v.低于（某人），隶属，从属reposition v.（为商品）重新定位represent v.代表，代理representative n.代理人，代表reputation n.名声，声望reputable adj.名声/名誉好的reserves n.储量金，准备金resign v.放弃，辞去resignation n.舌辞职resistance n.阻力，抵触情绪respond v.回答，答复response n.回答，答复restore v.恢复result/results n.结果，效果retail n./v.零售retailer n.零售商*retained earnings n.留存收益retire v.退休retirement n.退休return n.投资报酬*return on investment （ROI） n.投资收入，投资报酬revenue n.岁入，税收review v./n.检查reward n./v.报答，报酬，奖赏*rework v.（因劣质而）重作risk capital n.风险资本rival n.竞争者，对手adj.竞争的rocket v.急速上升，直线上升，飞升ROIReturn on Investment 投资利润roughlyadv.粗略地round adj.整数表示的，大约round trip往返的行程royalty n.特许权，专利权税run v.管理，经营running adj.运转的Ssack v.解雇sales force销售人员sample n.样品v.试验；抽样检验*saturation n.（市场的）饱和（状态）saturate v.饱和save v.节省，储蓄savings n.存款scale n.刻度，层次scapegoat n.替罪羊scare adj.缺乏的，不足的*scrap n.废料或废品seasonal adj.季节性的section n.部门sector n.部门"securities n.债券及有价证券segment n.部分v.将市场划分成不同的部分segmentation n.将市场划分成不同的部门semi-skilled adj.半熟练的settle v.解决，决定settlement n.解决，清偿，支付service n.服务，帮佣services n.专业服务settle v.安排，支付set up v.创立share n.股份shareholder n.股东*shelf-life n.货架期（商品可以陈列在货架上的时间）shift n.轮班showroom n.陈列室simulation n.模拟shop n.商店closed shop限制行业（只允许本工会会员）open shop开放行业（非会员可从事的工作）shop steward工会管事shopfloor生产场所shortlist n ............ 供最后选择的候选人名单v.把……列入最后的候选人名单sick adj.病的sick leave 病假sick note病假条sick pay病假工资sickness 生病skill n.技能，熟巧skilled employee n.熟练工人*skimming n.高额定价，撇奶油式定价slogan n.销售口号slump n.暴跌a slump in sales 销售暴跌soft-sell n.劝诱销售（术），软销售（手段）software n.软件sole adj.仅有的，单独的sole distributor独家分销商solvent adj.有偿付能力的*sourcing n.得到供货spare part n.零部件specification n.产品说明split v.分离spokesman n.发言人sponsor n.赞助者（为了商品的广告宣传）spread n.（股票买价和卖价的）差额stable adj.稳定的staff n.职员stag n.投机认股者v.炒买炒卖stagnant adj.停滞的，萧条的*statute n.成文法statutory adj.法定的steadily adv.稳定地，平稳地stock n.库存，股票stock exchange n.证券交易所*stockbroker n.股票经纪人stock controller库房管理者storage n.贮藏，库存量strategy n.战略*streamline v.精简机构，提高效率stress n.压力，紧迫strike n.罢工structure n.结构，设备*subcontract v.分包（工程项目），转包subordinate n.下级adj.下级的subscribe v.认购subsidiary n.子公司subsidise v.补贴，资助subsidy n.补助金substantially adv.大量地，大幅度地summarise v.概括，总结superior n.上级，长官supervisor n.监督人，管理人supervisory adj.监督的，管理的supply n./v.供给，提供survey n 调查*SWOT analysis n. SWOT分析是分析一个公司或一个项目的优点、弱点、机会和风险*synergy n.协作Ttactic n.战术，兵法tailor v.特制产品tailor made products 特制产品take on雇用takeover n.接管target n.目标v.把……作为目标tariff n.关税；价目表task n.任务，工作task force n.突击队，攻关小队（为完成某项任务而在一起的一组人）tax n.税，税金capital gains tax n.资本收益税corporation tax n.公司税，法人税income tax n.所得税value added tax 增值税tax allowance 免减税tax avoidance 避税taxable可征税的taxation 征税tax-deductible在计算所得税时予以扣除的telesales n.电话销售，电话售货temporary adj.暂时的temporary post 临时职位tender n./v.投标territory n.（销售）区域tie n.关系，联系throughput n.工厂的总产量TQC(=Total Quality Control) n.全面质量管理*track record n.追踪记录，业绩trade n./v.商业，生意；交易，经商balance of trade 贸易平衡trading profit 贸易利润insider trading 内部交易trade mark 商标trade union 工会trainee n.受培训者*transaction n.交易，业务transfer n./v.传输，转让*transformation n.加工transparency n.(投影用)透明胶片treasurer n.司库，掌管财务的人*treasury n.国库，财政部trend n.趋势，时尚*trouble-shooting n.解决问题turnover n.营业额，员工流动的比率staff turnover人员换手率stock turnover股票换手率Uundertake v.从事、同意做某事undifferentiated marketing n.无差异性营销策略uneconomical adj.不经济的，浪费unemployment n.失业unemployment benefit n.失业津贴unit n.单位unit cost n.单位成本update v.使现代化up to date adj./adv.流行的，现行的，时髦的upgradev.升级，增加upturn n.使向上，使朝上USP唯一的销售计划Vvacancy n.空缺vacant adj.空缺的value n./v.价值，估价valuation n.价值value-added n.增加值variable n.可变物variation n.变化，变更variety n.多样化a variety of多种多样的vary v.改变，修改VAT Value Added Tax 增值税vendor n.卖主（公司或个人）venture n.冒险，投机venue n.地点，集合地点viable adj.可行的viability n.可行性vision n.设想，公司的长期目标vocation n.行业，职业vocational adj.行业的，职业的Wwage n.（周）工资wage freeze n.工资冻结warehouse n.仓库，货栈wealth n.财富，资源wealthy adj.富裕的，丰富的welfare n.福利white-collar白领阶层white goods n.如冰箱和洗衣机等用在厨房中的产口口口wholesale n./adj./adv.批发wholesaler 批发商*wind up v.关闭公司withdraw v.拿走，收回，退出withdrawal n.拿走，收回，退出wholesale n./a.批发；批发的wholesaler n.批发商work n.工作working conditions n.工作条件work-in-progress n.工作过程workload n.工作量work order n.（包括原料、半成品、成品的）全部存货总量work station工作位置*working capital n.营运资本，营运资金write off v.取消write-off n.债务的取消Z*zero defect n.合格产品*zero inventory n.零存货Y*yield n.有效产量。
人力资源术语
人力资源术语高级治理人员：(executive)职业：(profession)操作工：(operative employees)专家：(specialist)外部环境：(external environment)内部环境：(internal environment)政策：(policy)目标：(mission)股东：(shareholders)跨国公司：(multinational corporation，MNC)治理多样性：(managing diversity)工作：(job)职位：(posting)工作讲明：(job description)工作规范：(job specification)行政秘书：(executive secretary)地区服务经理助理：(assistant district service manager)战略规划：(strategic planning)长期趋势：(long term trend)要求推测：(requirement forecast)供给推测：(availability forecast)治理人力储备：(management inventory)裁减：(downsizing)人力资源信息系统：(Human Resource Information System，HRIS) 聘请：(recruitment)职员申请表：(employee requisition)聘请方法：(recruitment methods)内部提升：(Promotion From Within ，PFW)工作公告：(job posting)广告：(advertising)专门事件：(special events)选择：(selection)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)小组面试：(group interview)会议型面试：(board interview)组织变化与人力资源开发培训：(training)开发：(development)定位：(orientation)训练：(coaching)辅导：(mentoring)经营治理策略：(business games)案例研究：(case study)会议方法：(conference method)角色扮演：(role playing)媒介：(media)企业文化与组织进展企业文化：(corporate culture)调查反馈：(survey feedback)质量圈：(quality circles)职业打算与进展职业打算：(career planning)绩效评判绩效评判：(Performance Appraisal，PA)晕圈错误：(halo error)宽松：(leniency)严格：(strictness)360°反馈：(360-degree feedback)集中趋势：(central tendency)酬劳：(compensation)直截了当经济酬劳：(direct financial compensation)间接经济酬劳：(indirect financial compensation)公平：(equity)外部公平：(external equity)内部公平：(internal equity)职员公平：(employee equity)小组公平：(team equity)现行工资率：(going rate)排列法：(ranking method)分类法：(classification 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)12. 福利和其它酬劳咨询题福利(间接经济补偿)职员股权打算：(employee stock ownership plan，ESOP)值班津贴：(shift differential)奖金：(incentive compensation)安全与健康的工作环境安全：(safety)健康：(health)频率：(frequency rate)紧张：(stress)催眠法：(hypnosis)酗酒：(alcoholism)地点工会：(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)罢工：(strike)内部职员关系：(internal employee relations) 纪律：(discipline)纪律处分：(disciplinary action)申诉：(grievance)降职：(demotion)调动：(transfer)晋升：(promotion)目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment组织organizing人事staffing领导leading步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company成效effectiveness效率efficiency权益power职责responsibility科学治理scientific management现代经营治理modern operational management 生产率productivity法律law法规regulation产品product利润profit中意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本物资capital goods机器machinery设备equipment建筑building存货inventory体会法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach治理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict聘请recruit鉴定appraisal选拔select培训train酬劳compensation授权delegation of authority和谐coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost 销售量sales volume产品质量quality of products先进技术advanced technology策略strategy结构structure领先性primacy普遍性pervasiveness担忧fear忿恨resentment士气morale批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product晋升promotion治理决策managerial decision有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay税收率tax rate现金状况cash position资金短缺capital shortage总预算overall budget可行性feasibility投入原则the commitment principle 投资回报return on investment实际工作者practitioner最终结果end result业绩performance个人利益personal interest市场占有率market share生产率productivity利润率profitability社会责任public responsibility董事会board of director组织文化organizational culture目标治理management by objectives 评判工具appraisal tool鼓舞方法motivational techniques操纵手段control device个人价值personal worth优势strength弱点weakness机会opportunity威逼threat个人责任personal responsibility顾咨询counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval要紧决定major decision分公司总经理division general manager 资产组合距阵portfolio matrix明星star咨询号question mark赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic鼓舞motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs坚持maintenance保健hygiene鼓舞因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option缺勤率absenteeism奖励reward热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence行政治理能力administrative ability治理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadershipAction learning：行动学习Application forms：工作申请表Appraisal interview：评判面试Aptitudes：资质Arbitration：仲裁Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评判法Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Candidate-order error：候选人次序错误Capital accumulation program：资本积存方案Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Comparable worth：可比价值Davis-Bacon Act (DBA)：戴维斯─佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降时期Deferred profit-sharing plan：延期利润分享打算Defined benefit：固定福利Department of Labor job analysis：劳工部工作分析法Discipline：纪律Downsizing：精简Early retirement window：提早退休窗口Employee compensation：职员酬劳Employee Retirement Income Security Act (ERISA) ：雇员退休收入保证法案Equal Pay Act：公平工资法Establishment stage：确立时期Expectancy chart：期望图表Experimentation：实验Exploration stage：探究时期Fact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flex place：弹性工作地点Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克．泰罗Functional control：职能操纵Functional job analysis：功能性工作分析法Gain sharing：收益分享General economic conditions：一样经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级讲明书Grades：等级Grid training：方格训练Grievance：埋怨Grievance procedure：埋怨程序Group pension plan：团体退休金打算Growth stage：成长时期Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保证的计件工资制Health maintenance organization (HMO) ：健康坚持组织Illegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：鼓舞打算In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈Job analysis：工作分析Job description：工作描述Job evaluation：职位评判Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Junior board：初级董事会Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线治理者Local market conditions：地点劳动力市场Lockout：闭厂Maintenance stage：坚持时期Management grid：治理方格训练Management process：治理过程Mandatory bargaining：强制谈判项目Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机时期Nondirective interview：非定向面试Occupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA)：职业安全与健康治理局On-the-job training (OJT) ：在职培训Open-door：放开门户Opinion survey：意见调查Organization development(OD)：组织进展Outplacement counseling：向外安置顾咨询Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金打算People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview：工作绩效评判面谈Personnel (or human resource) management：人事（或人力资源）治理Piecework：计件Plant Closing law：工厂关闭法Point method Policies：政策Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕鄙视法案Qualifications inventories：资格数据库Quality circle：质量圈Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：爱护圈Role playing：角色扮演Salary surveys：薪资调查Savings plan：储蓄打算Scatter plot：散点分析Scientific management：科学治理Self directed teams：自我指导工作小组Self-actualization：自我实现Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Skip-level interview：越级谈话Speak up! ：讲出来！Special awards：专门奖励Special management development techniques：专门的治理开发技术Stabilization sub stage：稳固时期Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直截了当计件制Strategic plan：战略规划Strictness/leniency：偏紧/偏松Strikes：罢工Succession planning：接班打算Supplement pay benefits：补充酬劳福利Supplemental unemployment benefits：补充失业福利Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ：组织体系ⅣSystem I：组织体系Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Trend analysis：趋势分析Trial sub stage：尝试时期Unclear performance standards：绩效评判标准不清Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为Unsafe conditions：不安全环境V alue-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练V ariable compensation：可变酬劳V estibule or simulated training：新雇员培训或模拟V esting：专门爱护权V oluntary bargaining：自愿谈判项目V oluntary pay cut：自愿减少工资方案V oluntary time off：自愿减少时刻Wage carve：工资曲线Work sampling technique：工作样本技术Worker's benefits：雇员福利Adaptability 适应性Aligning Performance for Success 和谐工作以求成功业绩Applied Learning 应用的知识Building a Successful Team 建立成功团队Building Customer Loyalty 对客户忠诚Building Partnerships 建立合作关系Building Strategic Working Relationships 建立战略性工作关系Building Trust 建立互信关系Coaching 辅导Communication 沟通Continuous Learning 持续学习Contributing to Team Success 对团队成功的奉献Customer Focus 以客户为中心Delegating Responsibility 授权Drive for Results 注重实效Energy 精力充沛Facilitation Change 推动变革Follow-up 跟进Formal Presentation 专业演讲技巧Gaining Commitment 具有使命感Impact 阻碍力Information Monitoring 采集信息Initiating Action 主动采取行动Job Fit 胜任工作Leading Through Mission and Values 在使命与价值的认同中的领导才能Managing Conflict 解决冲突Meeting Leadership 会议组织能力Meeting Participation 分享Planning and Organizing 编制打算与组织能力Quality Orientation 质量定位Risk Taking 勇于冒险Safety Awareness 安全意识Sales Ability / Persuasiveness 销售能力/讲服能力Strategic Leadership / Decision Making 战略性领导/决策制定Stress Tolerance 压力忍耐能力Technical / Professional Knowledge and Skills 技术专业知识和技能Tenacity 坚忍不拔Work Standards 操作规范Action learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评判面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式鼓舞打算Authority：职权Behavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评判法Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭Candidate-order error：候选人次序错误Capital accumulation program：资本积存方案Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法集体谈判Comparable worth：可比价值Compensable factor：酬劳因素Davis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降时期Deferred profit-sharing plan：延期利润分享打算Defined benefit：固定福利Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简Early retirement window：提早退休窗口Economic strike：经济罢工Employee compensation：职员酬劳Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保证法案Equal Pay Act：公平工资法Establishment stage：确立时期Expectancy chart：期望图表Experimentation：实验Exploration stage：探究时期Fact-finder：调查Fair day’s work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flex place：弹性工作地点Flextime：弹性工作时刻Four-day workweek：每周天工作制Frederick Taylor：弗雷德里克•泰罗Functional control：职能操纵Functional job analysis：功能性工作分析法沟通Communication个人进展Personal Development项目治理Project Management团队建设Team Building治理Management商务治理类行政治理Administrative Support人力资源Human Resources商法Business Law行业Industry市场Marketing金融/财会Finance & Accounting企业运营Operations财务服务Financial Services销售Salesable 有才能的，能干的adaptable 适应性强的active 主动的，活跃的aggressive 有进取心的ambitious 有雄心壮志的amiable 和气可亲的amicable 友好的analytical 善于分析的apprehensive 有明白得力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理认确实candid 正直的competent 能胜任的constructive 建设性的cooperative 有合作精神的creative 富制造力的dedicated 有奉献精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的dutiful 尽职的well--educated 受过良好教育的efficient 有效率的energetic 精力充沛的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的generous 宽宏大量的genteel 有教养的gentle 有礼貌的humorous 有幽默impartial 公平的independent 有主见的industrious 勤奋的ingenious 有独创性的motivated 目的明确的logical 条理分明的methodical 有方法的modest 谦虚的objective 客观的precise 一丝不苟的punctual 严守时刻的realistic 实事求是的responsible 负责的sensible 明白事理的sporting 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温顺的temperate 稳健的tireless 孜孜不倦的name 姓名in. 英寸pen name 笔名ft. 英尺alias 不名street 街Mr. 先生road 路Miss 小姐district 区Ms （小姐或太太）house number 门牌Mrs. 太太lane 胡同，巷age 年龄height 身高bloodtype 血型weight 体重address 地址born 生于permanent address 永久住址birthday 生日province 省birthdate 出生日期city 市birthplace 出生地点county 县home phone 住宅电话prefecture 专区office phone 办公电话autonomous region 自治区business phone 办公电话nationality 民族；国籍current address 目前住址citizenship 国籍date of birth 出生日期native place 籍贯postal code 邮政编码duel citizenship 双重国籍marital status 婚姻状况family status 家庭状况married 已婚single 未婚divorced 离异separated 分居number of children 子女的数health condition 健康状况health 健康状况excellent （躯体）极佳short-sighted 近视far-sighted 远视ID card 身份证date of availability 可到职时刻membership 会员、资格president 会长vice-president 副会长society 学会association 协会secretary-general 秘书长research society 研究会professionalhistory 职业经历specific experience 具体经历responsibilities 职责second job 第二职业achievements 工作成就，业绩administer 治理assist 辅助adapted to 适应于accomplish 完成（任务等）appointed 被认命的adept in 善于analyze 分析authorized 委任的；核准的behave 表现break the record 打破纪录breakthrough 关键咨询题的解决control 操纵conduct 经营，处理cost 成本；费用create 制造demonstrate 证明，示范decrease 减少design 设计develop 开发，发挥devise 设计，发明direct 指导double 加倍，翻一番earn 获得，赚取effect 成效，作用eliminate 排除enlarge 扩大enrich 使丰富exploit 开发（资源，产品）enliven 搞活establish 设置（公司等）；使开业evaluation 估价，评判execute 实行，实施expedite 加快；促进generate 产生good at 擅长于guide 指导；操纵improve 改进，提升initiate 创始，开创innovate 改革，革新invest 投资integrate 使结合；使一体化justified 经证明的；合法化的launch 开办（新企业）maintain 保持；修理modernize 使现代化negotiate 谈判nominated 被提名；被认命的overcome 克服perfect 使完善；改善perform 执行，履行profit 利润be promoted to 被提升为be proposed as 被提名（举荐）为realize 实现（目标）获得（利润）reconstruct 重建recorded 记载的refine 精练，精制registered 已注册的regenerate 更新，使再生replace 接替，替换retrieve 挽回revenue 收益，收入scientific 科学的，系统的self-dependence 自力更生serve 服务，供职settle 解决（咨询题等）shorten 减低……效能simplify 简化，精简spread 传播，扩大standard 标准，规格supervises 监督，治理supply 供给，满足systematize 使系统化test 试验，检验well-trained 训练有素的valuable 有价值的target 目标，指标working model 劳动榜样advanced worker 先进工作者education 学历educational history 学历educational background 教育程度curriculum 课程major 主修minor 副修educational highlights 课程重点部分curriculum included 课程包括specialized courses 专门课程courses taken 所学课程special training 专门训练social practice 社会实践part-time jobs 业余工作summer jobs 暑期工作vacation jobs 假期工作refresher course 进修课程extracurricularactivities 课外活动physical activities 体育活动recreational activities 娱乐活动academic activities 学术活动social activities 社会活动rewards 奖励scholarship 奖学金excellent League member 优秀团员excellent leader 优秀干部student council 学生会educational system 学制cademic year 学年semester 学期（美）term 学期（英）supervisor 论文导师pass 及格fail 不及格marks 分数examination 考试degree 学位post doctorate 博士后doctor(Ph.D) 博士master 硕士bachelor 学士graduate student 研究生abroad student 留学生abroad student 留学生undergraduate 大学肆业生government-supportedstudent 公费生commoner 自费生extern 走读生intern 实习生prize fellow 奖学金生boarder 寄宿生graduate 毕业生guest student 旁听生（英）auditor 旁听生（美）day-student 走读生objective 目标position desired 期望职位job objective 工作目标employment objective 工作目标career objective 职业目标position sought 谋求职位position wanted 期望职位position appliedfor 申请职位for more specializedwork 为更专门的工作for prospectsof promotion 为晋升的前途for higher responsibility 为更高层次的工作责任for wider experience 为扩大工作体会due to close-downof company 由于公司倒闭due to expiryof employment 由于雇用期满sought a betterjob 找到了更好的工作to seek a betterjob 找一份更好的工作hobbies 业余爱好play the guitar 弹吉他reading 阅读play chess 下棋play 话剧long distance running 长跑play bridge 打桥牌collecting stamps 集邮play tennis 打网球jogging 慢跑sewing 缝纫travelling 旅行listening to symphony 听交响乐do some clay scultures 搞泥塑。
行业用语
行业用语猎头专用词汇1，猎头：Executive search，指针对高端职位、收费较高的猎头服务；headhunt，比较通俗的说法，香港和台湾公司喜欢用这种说法。
2，Consultant：顾问，在猎头公司顾问的工作通常是：为了完成客户的新职位而做职位和行业分析、search suitable candidates，面试，写推荐报告，安排客户面试，做背景调查报告、协助候选人办理离职和入职手续、收款。
3，Researcher：寻访员（研究员），协助顾问搜寻合适的候选人，打cc。
4，BD - business development，业务拓展，在猎头公司通常指开发新的客户公司。
5，CC - cold call：陌生电话。
在猎头公司，新入职的researcher通常需要为了某个职位打大量的cold call，用于了解行业信息、目标公司架构、搜寻合适候选人。
6，Candidate：候选人，为了客户的职位而搜寻的目标人选。
7，Position：职位，客户公司给猎头的公司的一个position通常叫一个case。
8，JD–job description：职位描述。
9，CV–curriculum vitae：简历, 个人履历。
和resume相比较，CV通常更加的详细（一般都要两页纸或以上），涵盖更加全面。
确切来说，CV应该是履历，而resume才是简历。
10，Title: 标题，头衔。
Position Title: 职位名称。
11，Band：级别。
经理级、总监级、副总等等。
12，Delivery：交付，交货；投递，传送。
在猎头公司指为客户推荐简历的整个过程，也特指推荐简历。
13，Case：案例或单子，一个案子。
在猎头公司通常指客户公司提供的一个需要搜寻的职位。
successful case成功案例，成功职位，在猎头公司指推荐的候选人上班并通过试用期、收回服务费的case。
14，Service fee或Service charge：服务费。
高管薪酬状况外文文献翻译中英文
外文文献翻译(含：英文原文及中文译文)文献出处：Y azan Damiri; The State of Executive Compensation[D]; University of Tennessee-Knoxville ; 5-2006英文原文The State of Executive CompensationY azan DamiriUniversity of Tennessee-KnoxvilleCompanies use different methods to compensate executives. An ideal compensation package aligns executive incentives with shareholder interests to minimize agency problems. These methods often include a combination of: salary, bonus, stock options, stock grants, and pensions. Since the use of stock options has recently been a subject of great controversy, they will be discussed in greater detail since corporate scandals such as Enron and WorldCom have been linked to stock option grants (Hall-Murphy). However, the first component of compensation that will be discussed is one that the average employee can relate to-salary.SalarySalary is a fixed amount of a compensation package and does not vary in the short run (Balsam 35). However, salary can vary in the long run depending on performance. Normally, companies include clauses in compensation contracts allowing for raises that are contingent onperformance and duration. Since salary is the most risk-free component of a compensation package it is very important in attracting executive talent, especially if that individual is risk-averse (Balsam 312).BonusA large portion of companies pay their executives a bonus based on performance. A bonus is a form of compensation that is conditioned upon the performance of one or more measures. According to Balsam's book, "An Introduction to Executive Compensation," these measures can be implicit or explicit, objective or subjective, or financial or non-financial. Usually, the maximum bonus is expressed as a percentage of salary; as an employee moves up in the corporate ladder, the percentage of salary that can be earned as bonus usually increases (Balsam 314). It is not uncommon for a CEO's bonus to be 100% of salary. In 2005, Wall Street bonuses set a new record of $21.5 billion; the last record of $19.5 billion was during the bull market of 2000 (). Wall Street bonuses increased 15.5% over their levels in 2004 ().Stock OptionsStock options allow the person who receives them to purchase stock at a certain price usually over a certain period of time. Sometimes the grantee has to wait until the vesting period is over before the options can be exercised. A vesting period is a specified amount of time that the grantee must wait before exercising the options. Typically, grants areexercisable by allowing the grantee to exercise a certain percentage of the entire grant over the vesting period. An example is allowing the executive to exercise 25% of the grant in the first year of a four year vesting period and the rest at the end of the period. The use of stock options increased significantly during the 90's and has declined amid recent controversy (Hall-Murphy). Options allowed companies to align their incentives with those of managers and provided a form of compensation that did not require an initial cash outlay. For many of the high tech startup firms of the 90's this form of compensation seemed optimal. Stock options have been the most controversial form of compensation due to several events and misuses. The majority of Michael Eisner's compensation came in the form of stock options, and some of the most prominent corporate scandals, such as Enron and WorldCom, have been linked to the excessive use of options (Hall-Murphy). One of the biggest issues surrounding the use of options is how companies should account for them. The rules that govern the accounting for stock options are established by the Financial Accounting Standards Board (FASB) and the Accounting Principles Board (APB), which existed before FASB. The pronouncement that is concerned with the expensing of stock options is APB Opinion 25, issued in 1972, which states that the accounting charge for stock options is the difference between the market price of the stock and the exercise price on the date that the options are granted (Hall-Murphy). As a result there is nocharge for options that have an exercise price that is at or above market price on the date the options are granted. However, in 1995 FASB released FAS 123 which recommended that companies expense the fair market value of options using an option pricing model, most prominently the Black-Scholes model (Hall-Murphy). The pronouncement still allowed companies to continue reporting options under APB Opinion 25, however if they chose to do so they would also be required to disclose the value of the option grant in a footnote to the financial statements. As late as 2002, only a few companies were reporting stock options using FAS 123; although, amid corporate scandal in 2003 more than a 100 companies began to report using FAS 123 (Hall-Murphy). The reason that so many companies choose not to expense the estimated fair market value of the options is that it could significantly hurt their bottom line. Furthermore, many startup companies use a tremendous amount of stock options to attract talent to the firm because they do not have the resources to pay high salaries or bonuses.Stock GrantsStock grants are shares of the company's stock that are given to employees as compensation. They are valued at the market value of the company's stock and have no exercise price (Balsam 38). Stock grants are either classified as restricted or unrestricted; restricted grants cannot be sold until the employee has been with the company for a certain amountof time, whereas unrestricted shares can be sold at any time (Balsam 38). The stock grants method of compensation is not as popular as stock options because they are more expensive and they are not as effective in aligning the interests of the executives with those of the company.PensionsA pension is a form of senior management who receives deferred compensation after he/she retires from the company. After retirement, executives receive payment or quantity. The amount may be based on a pension plan or a cumulative amount of money that the executive may have in a particular pension account. Therefore, pensions can be divided into fixed benefit plans and fixed contribution plans. A fixed benefit plan pays the employee based on a predetermined benefit formula, and the employer contribution in the fixed contribution plan is defined as the plan and the employee can give it an increase. Recently, the reduction of employee pensions by major companies has become the focus of public attention. As previously mentioned, Michael Eisner still receives an annual pension of 297,779 US dollars from Disney (Plitch). However, compared to paying $6518,459 a year to Pfizer chief executive officer Henry McKinnell, this doesn't seem like a thing (The Corporate Library). Recently, similar to Eisner, Mckinnell, the Pfizer shareholders have held a "No V ote" campaign, supporting up to 22% of the board members of Mckinnell's board members hiding their support (Masters). In addition tonormal pensions, companies have even established a special retirement plan for key executives called the "Top Hat" plan to avoid tax consequences (AFL-CIO).trendIn 2005, the salaries and bonuses of senior executives rose by 7.1%, following a 14.5% increase in 2004 and a 7.2% increase in 2003 (Wall Street Journal/Mercer). An increase of more than 3.6% for executives' increased wages and bonuses was paid to white-collar workers (Wall Street Journal/Mercer). However, the increase in the median total pay for executives,Including wages, bonuses, and option exercise income, other long-term incentive bonuses and value-recovery of restricted shares rose by 15.8% from 2004 to US$6,049,504 (Wall Street Journal/Mercer). This may seem like a big leap, but it is actually 40.9% more than the $5.9 million in 2004. It is actually quite modest (Wall Street Journal/Mercer). In 2005, 192 executives exercised a median option income of 3,493,440 U.S. dollars. In 2004, 197 executives exercised a median option stock option return of 3,229,072 U.S. dollars (Wall Street Journal/Mercer). The expansion of inflation is not a valid reason, because it is clear that the rate of increase in executive compensation has far outpaced the inflation rate, creating an increasingly large salary gap between executives and employees. Currently, a CEO pays 431 times the average worker's salary.As executive compensation continues to grow, employee compensation remains relatively stagnant, and this ratio continues to grow. This can be directly observed from the increase in executive compensation and employee compensation drawn in Figure 1.The chart shows that employee compensation has been relatively stable, and executive compensation has experienced significant growth. By observing the relationship between the employee's salary CPI, in recent years, the employee's salary has not even kept pace with inflation. It can also be observed that executive compensation is directly proportional to corporate profits, but not very drastic. This can be attributed to the variable compensation components of executive compensation packages such as bonuses, stock options and stock awards. However, some experts question whether making variable compensation such as stock options can really bring benefits to the company. Recent research has found that there is a correlation (Norris) between using CEO stock options and accounting for other financial statements. Proponents of this view believe that stock options hold senior executives “false accounts”. As we can see in Figure 1, the balance of executive compensation has increased with the proportion of corporate profits, we can draw a contrary view. This raises the question of who is responsible for determining executive pay plans. Some people replied that they are the executives who control the amount of compensation.Another trend of executive compensation is corporate governance. A c ompany’s board of directors is responsible for compensating executives.However, the problem is that in many cases the company’s CEO is also the chairman. Earlier this issue appeared in the Eisner case. In fact, the American Federation of Labor-Industrial Union estimates that in two-thirds of the companies, the CEO is also the chairman (AFL-CIO). This situation can lead to agency problems that make executives get "economic rent." The economic rent is equivalent to a monopoly profit owned by investors (Labour Union-CIO). This phenomenon triggers agency costs and expenses for shareholders. However, the relevant laws and regulations have recently been specifically formulated to safeguard the interests of shareholders.Trial RegulationsOn January 17th, 2006, members of the Securities and Exchange Commission put forward a bill that could cause a dramatic change in the disclosure of executive compensation since 1992 (AP). The plan accepts a 60-day public comment period that will not take effect until the spring of next year (AP). Under the new legislation, the company will be required to provide its annual report and display the total annual remuneration of the company's chairman, chief financial officer, and the highest-paying executive in the next three years (AP). Its regulations stipulate that the level of administrative benefits should be reduced from $50,000 to$10,000, and that the retirement benefits of managers and remuneration of board members must be disclosed in detail (AP). In addition, non-independent pay committee members must disclose (). Finally, the company will be asked to explain the goals behind executive compensation. In the face of booming executive compensation, in order to restore investor confidence, new regulations have been proposed. Future executive compensationRecent scandals and excessive abuse of company resources have caused the public to strongly oppose high executive compensation. However, we must first define what is the problem of over-exposure. Executives take over the com pany’s power and make decisions that determine the company’s lifeline. It seems sensible that a CEO who leads a multinational company to get high pay because of his efforts. However, there are three major problems in the current executive compensation issues: performance, information disclosure, and corporate governance. We should take some measures to evaluate the CEO's performance and pay the CEO's compensation based on performance. These measures should include long-term and short-term goals. This can prevent executives from sacrificing the company's long-term interests to achieve short-term financial goals in order to obtain incentive compensation. A bad or mediocre CEO should not get paid more than his value. There is no doubt that CEOs like Jack Welch who increase their shareholder'swealth significantly outweigh the compensation they receive. Therefore, I believe that the first question is whether or not the CEO pays a match with what he gets compared to the growth of executive pay in general. The view that the CEOs’ salary is too high is partly appropriate. It is partly due to the company’s constant scandals and misuse of public trust that leads to public resentment of the company. According to Figure 1, the ratio of executive compensation increases with the increase in corporate profits. increase. If the company's profits decline and executive compensation increases, then it can well verify that executive compensation is too high. Another major issue is the disclosure of information, which is currently being handled by the US Securities Regulatory Commission.To ensure investor confidence, executive compensation must be disclosed to the maximum extent, especially after the recent corporate scandal. Stock options should be included in current profit or loss based on their open market value. Obviously, they are valuable when they are given value, otherwise they are not part of the compensation package. Disclosure of executive benefits seems to be reasonable because essentially the shareholders pay them, and shareholders have the right to know. To ensure that the board of directors can focus on the interests of the company, it must strengthen corporate governance issues.The company’s CEO should not be allowed to be the chairman of theboard because it causes agency problems and leads to possible conflicts of interest. According to current legislation, all remuneration committee members are not independently disclosed (). However, this bill is not enough. Senior executives should not be allowed to hold the position of chairman of the board of directors. In the corporate governance structure, there should be a system of checks and balances between the separation of powers and the inspection of systems. Although issues such as how corporate governance and agency issues will be handled are not clear, one thing is clear and the public is no longer illusions about the current system. In order to maintain public trust, major changes must be made in the responsibilities and disclosures within the scope of executive compensation.中文译文高管薪酬状况研究雅赞·达米里田纳西大学诺克斯维尔分校公司使用不同的方案来补偿高管。
人力资源期末考判断题 英文版
人力资源TRUE OR FALSEHR Introduction1.Strategic analysis is typically used to assess the organization’s job-relatedneeds and the capabilities of its current workforce. ( F )2.Preventing overstaffing and subsequent layoff costs is one of the benefits ofHuman Resource Planning. ( T )3.Staff managers are authorized to direct the work of subordinates and aredirectly in charge of accomplishing the organization’s basic goals. ( F )4.Human resource managers are generally staff managers. ( T )5.Staff manag ers are always someone’s boss. ( F )6.In small organizations, line managers may carry out all personnel dutieswithout the assistance of a human resource staff. ( T )7.Human resource managers assist in hiring, training, evaluating, rewarding,counseling, promoting, and hiring employees. ( T )8.The division of human resource responsibilities for line managers and staffmanagers varies from organization to organization. ( T)9.As firms seek to keep costs down, there has been a shift to using moretraditional workers. ( F )10.With the aging of its workforce, America is facing a demographic shift assignificant as the massive entry of women into the workforce that began in the 1960s. ( T )11.Human resource management creates value for an organization by engaging inactivities that produce the employee behaviors the company needs to achieveits strategic goals. ( T )12.The training investment factor measures the total training cost for allemployees taken as a whole. (F )13.Turnover rate and turnover costs can both be improved with retention efforts.( T )14.HR should seek to increase the workers’ compensation cost per employee byeliminating such practices as disability management. (F )15.The most important proficiency of the four highlighted in the text for humanresource managers is law proficiency. ( F )16.Equal employment laws lay out what a supervisor can and cannot say and dowhen dealing with labor unions. ( F )17.Ethical issues such as workplace safety, security of employee records,comparable work, and employee privacy rights are all related to humanresource management. ( T )HR Strategy1.The human resource function in organizations today is vital to the smoothoperation of the business, but is not influenced by the organization’s strategy. (F) 2.Scientific management is concerned with how to structure individual jobs tomaximize efficiency and productivity. (T)3.Hawthorne studies research program revealed that human behavior plays animportant role in organizations. (T)4.An organization’s decision to expand its operations through growth is an exampleof business level of strategy. (F)5.The three steps in the job analysis process are determining information needs,selecting the job analysis method, and determining responsibilities for the job analysis. (T)6.Operations managers, financial mangers, and marketing managers are consideredas staff managers. (F)7. A prospector strategy works best in a stable environment, where the organizationcontinually focus on new products and markets while avoiding a long-term commitment to any single technology. (F)8. A company’s HR strategy is a type of competitive strategy. (F)9.Consolidation keeps the company’s strategy up to date by assessing progresstoward strategic goals and taking corrective action as needed. (F)10.HR managers need to support corporate productivity and performanceimprovement efforts. (T)JOB ANALYSIS1.Job analysis produces information used for writing job descriptions and job specifications. (T)2.Functional job analysis technique consists of rating dimensions presumed toreflect cognitive, psychomotor, and sensory abilities. (F)3.The first step in the job analysis is to determine the type and nature of informationneeds, including the nature of the information to be obtained. (T)4.Strategic analysis is typically used to assess the organization’s job-related needsand the capabilities of its current workforce. (F)5.When interviewed during the gathering of job analysis data, the immediatesupervisor may provide exaggerated information about a job’s complexity or importance. (F)6.Providing a clear job progression for employees is identified as a benefit of usingjob families. (T)7.The first step in human resource planning is to forecasting the demand for humanresources. (T)8.Qualitative approaches are more appropriate than quantitative approaches whenone seeks to compare jobs for pay purposes. (F)9.Job enlargement refers to redesigning jobs in a way that increases responsibilityand achievement. (F)10.Job analysis experts are concerned that in high performance work environments inwhich employers need workers to seamlessly move from job to job and exercise self-control, job descriptions based on lists of job-specific duties may actually inhibit the flexible behavior companies need. (T)SELECTION1.Not understanding the organization’s culture would be considered anorganizational disadvantage of using temporary workers. (T)2.Preventing overstaffing and subsequent layoff costs is one of the benefits ofHuman Resource Planning. (T)3.Work experience cannot provide sufficient evidence of and individual’semployability, as that individual has demonstrated his or her ability to successfully hold work positions in the past. (T)4.Preventing the ripple effect would be considered an advantage of internalrecruiting. (F)5.Cognitive ability tests are usually written quizzes or work simulation that aredesigned to measure the applicant’s master of a particular set of job-related skills.(F)6.Internal recruiting might not be a source to motivate the existing employees. (F)7. A realistic job preview is a technique for ensuring that job seekers understand theactual nature of the jobs available to them. The use of a RJP can maximize the problems associated with new employees’ unrealistically high expectations. (F) 8.Skills and abilities are selection criteria more directly relate to specificqualifications and capabilities of an individual to perform a specific job. (T)9.Job posting is probably the most common method organizations use for internalrecruiting. (T)10.Effective recruiting results in a large number of applicants. (F)TRAINING & APPRIASAL1.It is necessary to assess the needs of the organization’s training program from twodifferent levels, job level and individual level. (F)2.Job instruction training is a step-by-step self-learning method which uses atextbook, computer, or the Internet. (F)3.Orientation refers to the methods used to give new or present employees the skillsthey need to perform their jobs. (F)4.“Have the manager balance positive and negative feedback” would not be amethod of improving the performance feedback process (F)5.Performance appraisal allows for the assessment of employees’ futureperformance levels. (F)6.The “ultimate” goal of performance appraisal is to determine equitable rewards.(F)7.The alternation ranking method combines the benefits of narratives, criticalincidents, and quantified scales by anchoring a rating scale with specific behavioral examples of good or poor performance. (F)8.The basic problem with rankings is that while it is not difficult to identify theextreme good and bad performers, it is difficult to differentiate meaningfully between the others. (T)9.360-degree feedback is generally used for development purposes, rather than forpay increases. (T)10.Performance appraisal helps the organization assess how much employeeperformance improves as a result of training. (F)11.The steps in the performance management process in a typical organization, inorder from first to last, are: establish duties, establish standard, and observe performance, document performance, rate performance. (T)12.“Choosing the most critical incidents on which to base goals” is the most criticalfactor in setting up a goal-based performance appraisal system? (F)13.Performance appraisal allows the organization to assess the quality of its selectionprocess (T)14.The steps in performance management process include establish duties andstandard, observe performance, document performance and rate performance. (T) 15.An advantage of the simple ranking method of performance appraisal is easy touse for a large number of employees. （F）COMPENSATION18.Maslow’s hierarchy of needs theory of motivation is the most well-knownbecause empirical research has supported its value over time. (F)19.The standard hour plan is like the piece rate plan except instead of getting arate per piece, the employee gets a premium equal to the percent by which his or her performance exceeds the standard. (T;)20.All merit increases are cumulative in that they become a part of an employee’sbase salary. (F)21.Most firms have annual bonus plans aimed at motivating the short-termperformance of managers and executives. (T)22. A key advantage of employee stock ownership plans is that the company getsa tax advantage equal to the fair market value of the shares that are transferredto the trustee and can also claim an income tax deduction for dividends paidon ESOP-owned stock. (T)23.Financial benefits like employer-paid insurance and vacations are not a part ofemployee compensation. (F)24.The favor of pay secrecy reduces potential resentment. (T)25.Work completed is the basis upon which wages are calculated and paid (F)26.Stock option cause the executive’s compensation to be tied to the firm’s stockprice performance. (T)27.External equity refers to how fair the job’s pay rate is, when compared toother jobs within the same company. (F)28.The primary advantage of broadbanding is that it provides greater flexibilityinto employee assignments. (T)29.Indirect payments that contribute to an employee’s compensation includevariable pay like commissions and bonuses. (F)30.Job classification is the simplest of the job evaluation methods. (F)31.If an employee earns an incentive in the form of a prize or cash award, thevalue of the award is not included when calculating the employee’s o vertimepay. (F)32.Most firms have annual bonus plans aimed at motivating the short-termperformance of managers and executives. (T)。
新编剑桥商务英语中级词汇-精选
BEC 中级考试词汇必备Aabsenteeism n. (经常性)旷工，旷职account executive n.(广告公司)客户经理*accruals n. 增值，应计*acquisition n. 收购，被收购的公司或股份agenda n. 议事日程allocate v. 分配，配给amalgamation n. 合并，重组*amortise v. 摊还annual general meeting (AGM ) 股东年会anticipate v.期望anticipated adj.期待的appointee n. 被任命人appraisal n. 估量，估价*appropriate v.拨出(款项)aptitude n. 天资，才能*arbitrage n. 套利arbitration n. 仲裁*arrears n. 欠帐current asset n. 流动资产fixed asset n. 固定资产frozen asset n. 冻结资产intangible assets n. 无形资产liquid assets n. 速动资产tangible assets n. 有形资产assist v. 援助，协助，出席audit n. 查账，审计automate v. 使某事物自动操作awareness n. 意识；警觉Bbacking n. 财务支持，赞助backhander n.贿赂*backlog n. 积压(工作或订货)balance sheet n. 资产负债表bar chart n. 条形图，柱状图benchmark n. 衡量标准fringe benefits n. 附加福利bid n. 出价，投标takeover bid n.盘进(一个公司)的出价billboard n. (路边)广告牌，招贴板blue chips n. 蓝筹股，绩优股books n. 公司帐目book value n. 账面价值， (公司或股票)净值bookkeeper n. 簿记员，记帐人boost v. 提高，增加，宣扬bottleneck n. 瓶颈，窄路，阻碍bounce v. 支票因签发人无钱而遭拒付并退回brainstorm n./v. 点子会议，献计献策 , 头脑风暴brand leader n. 占市场最大份额的品牌，名牌break even v. 收支相抵，不亏不盈breakthrough n. 突破bulk n. 大量(货物)adj. 大量的bust adj. 破了产的Ccanvass v. 征求意见，劝说capture v. 赢得catastrophe n. 大灾难，大祸CIF, c.i.f. 成本保险费加运费circular n. 传阅的小册子(传单等)circulate v. 传阅commercialise v. 使商品化commission n. 佣金commodity n. 商品，货物limited (liability) company (ltd.) 股份有限公司public limited company (plc) n. 股票上市公司compensate v. 补偿，酬报compensation n. 补偿，酬金concentrated marketing n.集中营销策略*conglomerate n. 综合商社，多元化集团公司*consolidate v. 帐目合并*consortium n. 财团constant adj. 恒定的，不断的，经常的consumables n. 消耗品consumer durables n. 耐用消费品(如：洗衣机)*contingency n. 意外事件contractor n. 承办商，承建人conversion n. 改装，改造conveyor n. 运送，传递，转让core time n.(弹性工作制的)基本上班时间(员工于此段时间必须上班，弹性只对除此以外的时间有效)cost n. 成本fixed costs 固定成本running costs 日常管理费用variable costs 可变成本cost-effective adj. 合算的，有效益的credit n. 赊购，赊购制度creditor n. 债权人，贷方*creditworthiness n. 信贷价值，信贷信用*critical path analysis n. 关键途径分析法Current account 往来帐户，活期(存款)户current assets n. 流动资产current liabilities n. 流动负债customise v. 按顾客的具体要求制造(或改造等)；顾客化cut-throat adj. 残酷的，激烈的cut-price a.削价(出售)的CV(=curriculum vitae) n. 简历，履历Ddebit n. 借方，欠的钱v. 记入帐户的借方debtor n. 债务人aged debtors 长期债务人deduct v. 扣除，减去default n. 违约，未履行defer v. 推迟deferred payments n. 延期支付*demand management n.需求规化demotivated adj. 消极的，冷谈的deposit n. 储蓄，预付(定金)depot n. 仓库depreciate v. 贬值， (对资产)折旧deputy n. 代理人，副职，代理devalue v. 货币贬值(相对于其它货币)dismissal n. 打发走dispatch n./v. 调遣dispose v. 安排，处理(事务)dispose of 去掉，清除*diversify v. 从事多种经营；多样化divest v. 剥夺dividend n. 股息，红利，年息*dog n. 滞销品down-market a./ad. 低档商品的*down-time/downtime n. 设备闲置期DP(=Data Processing) n. 计算机数据处理，计算机数据处理部门dynamic adj. 有活力的Eendorse v. 背书，接受engage v. 雇用equity n. 股东权益equity capital n. 股本equities 普通股，股票eventual adj. 最终的exhibit n. 展览，表现expenditure n. 花费，支出额expertise n. 专长，专门知识和技能*exposure n. 公众对某一产品或公司的知悉；广告所达到的观众总数Ffacilities n. 用于生产的设备、器材facilities layout n. 设备的布局规化、计划facilities location n. 设备安置*factoring n. 折价购买债券*fail-safe system n. 安全系统feasibility study n. 可行性研究fiscal adj. 国库的，财政的*flagship n. 同类中最成功的商品，佼佼者flier(=flyer) n. 促销传单float v. 发行股票flop n. 失败flow shop n. 车间fluctuate v. 波动，涨落，起伏FOB, f.o.b n. 离岸价*follow-up n. 细节落实，接连要做的事*franchise n. 特许经销权v. 特许经销，给予特许经销权franchiser n. 授予特许经营权者fraud n. 欺骗*freebie n. (非正式的)赠品，免费促销的商品futures n. 期货交易G*gearing n. 配称(即定息债务与股份资本之间的比率) *gimmick n. 好主意，好点子goodwill n. 声誉*go public v. 首次公开发行股票grapple with v. 与……搏斗，尽力解决grievance n. 申诉，抱怨gross margin n. 毛利率gross profit n. 毛利gross yield n. 毛收益H*hedge n. 套期保值hierarchy n. 等级制度，统治集团，领导层hostile adj. 不友好的，恶意的*hype n. 天花乱坠的(夸张)广告宣传Iimplement v. 实施，执行incentive n. 刺激；鼓励earned income 劳动收入，劳动所得unearned income 非劳动收入，投资所得increment v. 定期增加incur v 招致，承担*indemnity n. 偿还，赔偿retail price index 零售价格指数induction n. 就职industrial action n. (罢工、怠工等)劳工行动industrial relations n. 劳资关系inflate v.抬高(物价)，使通货等)膨胀inflation n. 通货膨胀*infringe v. 违法，违章insolvent adj. 无清偿力的installment n. 部分，分期付款interim n. 中期，过渡期间intermittent production n. 阶段性生产*inventory n. 库存buffer inventory n. 用于应付突发性需求的存货capacity inventory n. 用于将来某时使用的存货cycle inventory n. 循环盘存decoupling inventory n. 保险性存货(以应付万一)finished goods inventory n. 制成品存货(盘存)pipeline inventory n. 在途存货raw materials inventory n. 原材料存货work-in-progress inventory n. 在制品盘存(存货)invoice n. 发票v.给(某人)开发票irrevocable adj. 不可撤消的，不能改变的issue n. 发行股票* rights issue n. 优先认股权J*job lot n. 一次生产的部分或少数产品job mobility 工作流动job rotation 工作轮换*job shop n. 专门车间jobbing n. 为一次性的或小的订货需求而特设的生产制度*jurisdiction n. 管辖(权)junk bonds n. 低档(风险)债券，垃圾债券*just-in-time n. 无库存制度Kknockdown adj. (价格)很低的know-how n. 专门技术Llayout n. 工厂的布局lead time n. 完成某项活动所需的时间leaflet n. 广告印刷传单lease n. 租借，租赁物lessee n. 承租人lessor n. 出租人*ledger n. 分类帐nominal ledger n. 记名帐purchase ledger n. 进货帐sales ledger n. 销货帐*leverage n. 杠杆比率liability n. 负债liabilities n. 债务liquid adj. 易转换成现款的liquidate v. 清算*liquidity n. 拥有变现力liquidation n. 清理(关闭公司)，清算liquidator n. 清算人，公司资产清理人literature n. (产品说明书之类的)印刷品，宣传品litigate v. 提出诉讼Mmajority shareholding 绝对控股make n. 产品的牌子或型号make-to-order adj. 根据订货而生产的产品make-to-stock adj. 指那些在未收到订货时就已生产了的产品matrix management n. 矩阵管理manning n. 人员配备margin n. 利润gross margin n. 毛利率net margin n. 净利润mark-up v. 标高售价，加价down market adv./adj. 低档商品/地的*market niche n. 小摊位，专业市场的一个小部分market penetration n. 市场渗入market segmentation 市场划分*materials handling n. 材料管理，材料控制maximise v. 使增至最大限度、最大化merchandising n. (在商店中)通过对商品的摆放与促销进行经营merge v. 联合，合并merger n. (公司，企业等的)合并merit n. 优点，值得，应受middleman n. 中间人，经纪人full milk n. 全脂牛奶skimmed milk n. 脱脂乳minimise v. 使减至最小限度，最小化moderately adv. 中等地，适度地monopoly n. 垄断，独占mortgage n./v. 抵押N*niche n. 专业市场中的小摊位Oobsolete adj. 过时的，淘汰的，废弃的offer n. 报价，发盘offer v. 开价off-season adj./adv. 淡季的off-the-shelf adj. 非专门设计的off-the-peg adj. 标准的，非顾客化的opening n. 空位*operations scheduling n. 生产经营进度表*optimize v. 优化organigram n. 组织图outlay n. 开销，支出，费用*outlet n. 商店*outsource v. 外购产品或由外单位制做产品*overhead costs n. 营业成本*overheads n. 企业一般管理费用Pp.a. (=per annum) n. 每年participate v. 参加，分享 (in)take-home pay 实得工资payroll n. 雇员名单，工资表peak n. 峰值，顶点penetrate v.渗透，打入(市场)penetration n. 目标市场的占有份额pension n. 养老金，退休金performance appraisal n.工作情况评估perk n. 额外待遇(交通、保健、保险等)*petty cash n. 零用现金phase out n. 分阶段停止使用*pick v. 提取生产用零部件或给顾客发货* picking list n. 用于择取生产或运输订货的表格pie chart n. 饼形图pilot n. 小规模试验plot v. 标绘，策划*plough back n. 将获利进行再投资*portfolio n. (投资)组合*portfolio management n. 组合证券管理probation n. 试用期production schedule n. 生产计划product life cycle n. 产品生命周期product mix n. 产品组合(种类和数量的组合)*profile n. 简介形象特征prospectus n. 计划书，说明书prosperity n. 繁荣，兴隆prototype n. 原型，样品public sector 公有企业publicity n. 公开场合，名声，宣传punctual adj. 准时的punctuality n. 准时purchaser n. 买主，采购人QQC(=Quality Circle) n. 质检人员questionnaire n. 调查表，问卷quote n. 报价，股票牌价quotation n. 报价，股票牌价Rradically adv. 根本地，彻底地rapport n. 密切的关系，轻松愉快的气氛fixed rate 固定费用，固定汇率rationalise v. 使更有效，使更合理receipt n. 收据accounts receivable 应收帐receivership n. 破产管理recession n. 萧条reckon v. 估算，认为reconcile v. 使……相吻合，核对，调和recoup v. 扣除，赔偿in the red 赤字，负债redundant adj. 过多的，被解雇的redundancy n. 裁员，解雇*reimburse v. 偿还，报销reject n./v. 拒绝remuneration n. 酬报，酬金reputation n. 名声，声望reputable adj. 名声/名誉好的reserves n. 储量金，准备金*retained earnings n. 留存收益酬revenue n. 岁入，税收risk capital n. 风险资本rival n. 竞争者，对手adj. 竞争的ROI Return on Investment 投资利润round trip 往返的行程royalty n. 特许权，专利权税Ssack v. 解雇*saturation n.(市场的)饱和(状态)saturate v. 饱和scale n. 刻度，层次*scrap n. 废料或废品*securities n. 债券及有价证券closed shop 限制行业(只允许本工会会员)open shop 开放行业(非会员可从事的工作)shop steward 工会管事shop floor 生产场所shortlist n. …… 供最后选择的候选人名单v. 把…… 列入最后的候选人名单sick leave 病假sick note 病假条sick pay 病假工资slogan n. 销售口号slump n. 暴跌a slump in sales 销售暴跌soft-sell n. 劝诱销售(术)，软销售(手段)sole distributor 独家分销商solvent adj. 有偿付能力的*sourcing n. 得到供货spare part n. 零部件specification n. 产品说明sponsor n. 赞助者(为了商品的广告宣传)stag n. 投机认股者v. 炒买炒卖stagnant adj. 停滞的，萧条的*statute n. 成文法statutory adj. 法定的*subcontract v. 分包(工程项目)，转包subordinate n. 下级adj. 下级的subsidise v. 补贴，资助subsidy n. 补助金substantially adv. 大量地，大幅度地*SWOT analysis n. SWOT 分析是分析一个公司或一个项目的优点、弱点、机会和风险*synergy n. 协作Ttactic n. 战术，兵法tailor v. 特制产品tailor made products 特制产品take on 雇用tariff n. 关税；价目表capital gains tax n. 资本收益税corporation tax n. 公司税，法人税income tax n. 所得税value added tax 增值税tax allowance 免减税tax avoidance 避税taxable 可征税的taxation 征税tax-deductible 在计算所得税时予以扣除的tender n./v. 投标territory n. (销售)区域throughput n. 工厂的总产量TQC(=Total Quality Control) n. 全面质量管理*track record n. 追踪记录，业绩trade union 工会*transaction n. 交易，业务transparency n. (投影用)透明胶片*treasury n. 国库，财政部staff turnover 人员换手率Uundertake v. 从事、同意做某事undifferentiated marketing n. 无差异性营销策略unemployment benefit n. 失业津贴USP 唯一的销售计划BEC 中级词汇-精选VVAT Value Added Tax 增值税vendor n. 卖主(公司或个人)vision n. 设想，公司的长期目标Wwage n.(周)工资wage freeze n. 工资冻结white goods n. 如冰箱和洗衣机等用在厨房中的产品wholesale n./adj./adv.批发*wind up v. 关闭公司withdrawal n. 拿走，收回，退出wholesale n./a. 批发；批发的wholesaler n. 批发商workload n. 工作量work order n. (包括原料、半成品、成品的)全部存货总量work station 工作位置*working capital n. 营运资本，营运资金write off v. 取消write-off n. 债务的取消Y*yield n. 有效产量Z*zero defect n. 合格产品*zero inventory n. 零存货。
人力资源管理英语12
Ⅱ. Incentives for operational workers对操作工的激励
1.
Piecework plan 计件工资计划
guaranteed piecework plan, each worker receives his or her base rate such as the minimum wage regardless of how many units he or she
益而波动，并一次性支付。
3. Profit sharing利润分享
Is an incentive based compensation program to award employees a percentage of the company’s profits. The amount distributed to each employee may be weighted by the employee’s base salary so that employees with higher base salaries receive more.
Before pay structure adjustment A B C
After pay structure adjustment A B C
2. Merit pay成就工资
Merit pay is an incentive plan implemented on an institution-wide basis to give
sales compensation incentives can be based on销售绩效激励基于:
① ② ③ ④ ⑤
sales volume 销售量 new business 开发新客户，开展新业务 retaining sales 保留老客户 product mix 卖出产品组合 win-back sales 挽回老客户
人力资源专业术语(中英文对照)
1.人力资源管理导论组织:(organization)管理者:(manager)管理过程:(management process)人力资源管理:(human resource management)职权:(authority)直线职权:(line authority)职能职权:(staff authority)直线经理:(line manager)职能经理:(staff manager)全球化:(globalization)人力资本:(human capital)伦理道德:(ethics)2.公平就业机会及相关法律积极的反歧视行动:(affirmative action)规范化指南:(uniform guide lines)受保护群体:(protected class)混合动机:(mixed motive)合格者:(qualified individuals)性骚扰:(sexual harassment)五分之四法则:(4/5 ths rule)消极影响:(adverse impact)差别拒绝率:(sisparate rejection rates)限制性政策:(restricted policy)人口比较:(population comparisons)真实职业资格:(bona tide accupational qualification)建设性争议处理程序:(alternative dispute resolution)建设性争议处理计划:(ADR program)多元化:(diversity)刻板印象:(stereotyping)歧视:(discrimination)象征主义:(tokenism)种族中心主义:(ethnocentrism)性别角色刻板印象:(gender-role stereotype)善意努力战略:(good faith effort strategy)逆向歧视:(reverse discrimination)3.人力资源管理战略与分析战略规划:(strategic plan)战略管理:(strategic management)使命陈述:(mission statement)公司战略:(corporate-level strategy)竞争战略:(competitive strategy)竞争优势:(competitive advantage)职能战略:(functional strategy)战略性人力资源管理:(strategic human resource management)战略地图:(strategy map)人力资源计分卡:(HR scorecard)数字仪表盘:(digital dashboard)基于战略的衡量指标:(strategy-based metrics)人力资源管理审计:(HR audit)高绩效工作系统:(high-performance work system)4.职位分析与人才管理过程人才管理:(talent management)职位分析:(job analysis)职位描述:(job description)任职资格:(job specification)组织结构图:(organization chart)工作流程图:(process chart)工作流分析:(workflow analysis)业务流畅再造:(business process reengineering)职位扩大化:(job enlargement)职位轮换:(job rotation)职位丰富化:(job enrichment)工作日记/日志:(diary/log)职位分析问卷法:(position analysis questionnaire)标准职位分类:(standard occupational classification)任务描述:(task statement)职位要求矩阵:(job requirements matrix)5.人事规划与招聘人事规划:(workforce planning)趋势分析:(trend analysis)比率分析:(ratio analysis)散点分析:(scatter plot)任职资格条件库:(qualifications inventories)人员替代图:(personnel replacement charts)职位替代卡:(position replacement card)马尔科夫分析法:(markov analysis)继任规划:(succession planning)员工招聘:(employee recruiting)招聘产出金字塔:(recruiting yield pyramid)职位空缺公告:(job posting)非常规性配员:(alternative staffing)即时招聘服务机构:(on-demand recruiting services)大学校园招募:(college recruiting)求职申请表:(application form)6.员工测试与甄选疏忽雇佣:(negligent hiring)信度:(reliability)测试效度:(test validity)效标关联效度:(criterion validity)内容效度:(content validity)构想效度:(construct validity)期望图:(expectancy chart)兴趣测试:(interest inventories)工作样本:(work samples)工作样本技术:(work samples technique)管理评价中心:(management assessment centers)情境测试:(situational test)视频模拟测试:(video-based simulation)小型工作培训和评价方法:(miniature job training and evaluation) 7.求职者面试非结构化面试:(unstructured interviews)结构化面试:(structured interviews)情景面试:(situational interview)行为面试:(behavioral interview)职位相关性面试:(job-related interview)压力面试:(stress interview)结构化顺序面试:(unstructured sequential interview)小组面试:(panel interview)集体面试:(mass interview)求职者面试顺序误差:(candidate-order or contrast error)结构化情境面试:(structured situational interview)8.员工培训与开发新员工入职引导:(employee orientation training)培训:(training)任务分析:(task analysis)培训疏忽:(negligent training)胜任素质模型:(competency model)绩效分析:(performance analysis)在岗培训:(on-the-job training)学徒制培训:(apprenticeship training)工作指导培训:(job instruction training)程序化学习:(programmed learning)行为塑造:(behavior modeling)电子化绩效支持系统:(electronic performance support system)工作助手:(job aid)终身学习:(lifelong learning)交叉培训:(cross training)虚拟课堂:(virtual classroom)管理技能开发:(management development)职位轮换:(job rotation)行为学习:(action learning)案例研究法:(case study method)管理游戏:(management games)角色扮演:(role play)企业内开发中心:(inhouse development centres)高管教练:(executive coach)组织发展:(organization development)控制实验:(controlled experimentation)9.绩效管理与评价绩效评价:(performance appraisal)绩效评价过程:(performance process)绩效管理:(performance management)图评价尺度法:(graphic rating scale)交替排序法:(alternative ranking method)配对比较法:(paired comparison method)强制分布法:(forced distribution method)关键事件法:(critical incident method)行为锚定等级评价法:(behaviorally anchored rating scale)目标管理:(management by objectives)电子化绩效监控:(electronic performance monitoring)标准不清:(unclear standard)晕轮效应:(halo effect)居中趋势:(central tendency)宽大或严格倾向:(strictness/leniency)近因效应:(recency effect)绩效评价面谈:(appraisal interview)10.员工保留、敬业度及职业生涯管理职业生涯:(career)职业生涯管理:(career management)职业生涯开发:(career development)职业生涯规划:(career planning)现实震荡:(reality shock)导师指导:(mentoring)教练指导:(coaching)晋升:(promotion)调动:(transfer)不服从上级:(insuboardination)自由解雇:(terminate at will)解雇面谈:(termination interview)重新谋职咨询:(outplacement counseling)离职面谈:(exit interview)临时解雇:(lay off)裁员:(down sizing)解雇管理:(managing dismissals)生命周期:(lifecycle career)职业生涯管理:(career management)职业锚:(career anchor)11.制定战略性薪酬计划员工薪酬:(employee compensation)直接经济报酬:(direct financial payment)间接经济报酬:(indirect payments)职位评价:(job evaluation)报酬要素:(compensable factores)杠杆职位:(benchmark jobs)职位排序:(ranking method)职位分类法:(job classification or job grading)职级:(classes)职等:(grades)职位等级定义:(grade definition)计点法:(point method)市场竞争性薪酬系统:(market-competitive pay system)薪酬政策线:(wage curves)薪酬调查:(salary survey)薪酬等级:(pay ranges)比较比率:(compa ratios)胜任素质薪酬:(competency-based pay)宽带薪酬:(broad banding)可比价值:(comparable worth)12.绩效薪酬和经济性奖励经济类奖励:(financial incentives )生产率:(productivity)日公平工作标准:(fair day’s work)科学管理运动:(scientific management movement)可变薪酬:(variable pay)期望:(expectancy)关联性:(instrumentality)效价:（Valance)行为修正:(behavior modification)简单计件工资:(straight piecework)标准工时计划:(standard hour plan)绩效加薪:(merit pay or merit raise)年终奖:(annual bonus)股票期权:(stock option)团体或群体奖励计划:(team or group incentive plans)组织绩效奖励计划:(organization-wide incentive plans)利润分享计划:(profit-sharing plans)收益分享计划:(gainsharing plan)收入风险型薪酬计划:(earnings-at-risk pay plans)员工持股计划:(employee stock owership plan)广泛股票期权计划:(broad-based stock option plans) 13.福利与服务福利:(benefits)失业保险:(unemployment insurance)补充性薪酬型福利:(supple-mental pay benefits)病假:(sick leave)遣散费:(severance pay)补充性失业福利:(supplemental unemployment benefits)工伤保险:(worker’s compensation)健康维护组织:(health maintenance organization)自选医疗服务组织:(preferred provider organization)团体人寿保险:(group life insurance)社会保障:(social security)养老金计划:(pension plans)固定收益制计划:(defined benefit plans)固定缴费制计划:(defined contribution plans)可转移性:(portability)储蓄节约计划:(savings and thrift plan)延期利润分享计划:(deferred profit-sharing plan)员工持股计划:(employee stock ownership plan)现金金额养老金计划:(cash balance plans)养老金担保公司:(pension benefits guarantee corporation)提前退休窗口:(early-retirement window)员工援助计划:(employee assistance program)弹性福利计划:(flexible benefits plan)自助餐式福利计划:(cafeteria benefits plan)弹性工作时间:(flextime)压缩工作周:(compressed workweek)职位分享:(job sharing)工作分享:(work sharing)14.伦理道德、员工关系管理伦理道德:(ethics)程序公平:(procedural justice)分配公平:(distributive justice)社会责任:(social responsibility)网络欺凌:(cyberbullying)组织文化:(organizational culture)非惩罚性惩戒:(ninpunitive discipline)解雇:(dismissal)员工关系:(employee relations)建议团队:(suggestion teams)问题解决团队:(problem-solving teams)质量圈:(quality circle)自我管理:(self-managing)15.劳资关系与集体谈判封闭型企业:(closed shop)工会制企业:(union shop)工会代理制企业:(agency shop)工会会员优先企业:(preferential shop)会员资格保持型企业:(maintenance of membership arrangement)工作权利:(right to work)工会渗透:(union salting)授权卡:(authorization cards)谈判单位:(bargaining unit)代表取消:(decertification)集体谈判:(collective bargaining)有诚意谈判:(good faith bargaining)自愿性谈判主题:(voluntary or permissible bargaining items)非法谈判主题:(illegal bargaining items)强制性谈判主题:(mandatory bargaining items)僵持:(impasses)调解:(mediation)实情调查员:(factfinder)仲裁:(arbitration)利益仲裁:(interest arbitration)权利仲裁:(rights arbitration)经济罢工:(economic strike)同情罢工:(sympathy strike)野猫罢工:(wildcat strike)反不当劳资关系行为罢工:(unfair labor practice strikes)设置纠察:(picketing)联合施压运动:(corporate campaign)联合抵制:(boycott)内部游戏:(inside games)闭厂:(lockout)禁令:(injunction)争议处理程序:(grievance procedure)16.员工安全与健康职业病:(occupational illness)传讯:(citation)不安全工作条件:(unsafe conditions)工作伤害分析:(job hazard ananlysis)运行安全审查:(operational safety reviews)行为安全教育:(behavior-based safety)安全意识项目:(safety awareness)工作倦怠:(burnout)自然安全:(natural security)机械安全:(mechanical security)组织安全:(organizational security)17.全球化人力资源管理国际人力资源管理:(international human resource management)工人理事会:(works councils)外派员工:(expatriates)母国公民:(home-country nations)第三国公民:(third-country nations)虚拟团队:(virtual team)民族中心主义:(ethnocentric)多国中心主义:(polycentric)全球中心主义:(geocentric)适应性甄选:(adaptability scerrning)国外服务补贴:(foreign service premium)艰苦补贴:(hardship allowances)迁移补贴:(mobility premiums)。
人力资源管理英文术语汇总
"以人为本"的价值观People-first valuesX理论Theory XY理论Theory Y艾德加?施恩Edgar Schein案例研究方法Case study method罢工Strikes班组Team or group保护圈Rings of defense保险福利Insurance benefits报酬因素Compensable factor抱怨Grievance抱怨程序Grievance procedure比率分析Ratio analysis闭厂Lockout标准工时工资Standard hour plan病假Sick leave补充报酬福利Supplement pay benefits补充失业福利Supplemental unemployment benefits 不安全环境Unsafe conditions不安全行为Unsafe acts不服从Insubordination不正当劳工活动罢工Unfair labor practice strike参与式激励计划Attendance incentive plan尝试阶段Trial sub stage敞开门户Open-door成长阶段Growth stage程序化教学Programmed learning初级董事会Junior board储蓄计划Savings plan传讯Citations戴维斯—佩根法案Davis-Bacon Act (DBA)担保公司Guarantee corporation弹性福利计划Flexible benefits programs弹性工作地点Flex place弹性工作时间Flextime等级Grades等级说明书Grade description地方劳动力市场Local market conditions第三方介入Third-party involvement调查Fact-finder调查反馈Survey feedback调解Mediation方格训练Grid training非定向面试Nondirective interview非法谈判项目Illegal bargaining弗雷德里克?泰罗Frederick Taylor福利Benefits高龄给付Golden offerings个人偏见Bias个人退休账户Individual retirement account (IRA)工厂关闭法Plant Closing law工资等级Pay grade工资率系列Rate ranges工资曲线Wage carve工作分析Job analysis工作分组Job sharing工作公告Job posting工作绩效分析Performance analysis工作绩效评价面谈Performance Appraisal interview工作轮换Job rotation工作描述Job description工作申请表Application forms工作说明书Job specifications工作替换/临时解雇程序Bumping/layoff procedures工作样本Work samples工作样本技术Work sampling technique工作指导培训Job instruction training (JIT)公平工资法Equal Pay Act公平劳动标准法案Fair Labor Standards Act公平日工作Fair day's work功能性工作分析法Functional job analysis股票期权Stock option固定福利Defined benefit固定缴款Defined contribution雇员参与计划Worker involvement雇员持股计划Employee stock ownership plan (ESOP)雇员服务福利Employee services benefits雇员福利Worker's benefits雇员上岗引导Employee orientation雇员退休收入保障法案Employee Retirement Income Security Act (ERISA) 关键事件法Critical incident method管理方格训练Management grid管理过程Management process管理竞赛Management game管理评价中心Management assessment center归类（或分级）法Classification (or grading) method耗竭Burnout候选人次序错误Candidate-order error怀孕歧视法案Pregnancy discrimination act基准职位Benchmark job绩效工资Merit pay绩效加薪Merit raise绩效评价标准不清Unclear performance standards激励计划Incentive plan集体谈判Collective bargaining计件Piecework计算机化预测Computerized forecast纪律Discipline健康维持组织Health maintenance organization (HMO) 僵持Impasse讲出来！Speak up!交替排序法Alternation ranking method角色扮演Role playing接班计划Succession planning结构化面试Structured interview解雇；开除Dismissal解雇；终止Termination经济罢工Economic strike精简Downsizing居中趋势Central tendency科学管理Scientific management可比价值Comparable worth可变报酬Variable compensation劳工部工作分析法Department of Labor job analysis 类Classes离职金Severance pay离职面谈Exit interviews利润分享计划Profit-sharing plan联合抵制Boycott临时解雇Layoff临时性工作分担Work sharing领导者匹配训练Leader attach training每周4天工作制Four-day workweek民权法Civil Rights Act敏感性训练Sensitivity training目标管理法Management by objectives (MBO)内容效度Content validity年终分红Annual bonus排序法Ranking method培训Training配对比较法Paired comparison method偏紧/偏松Strictness/leniency评价面试Appraisal interview期望图表Expectancy chart企业内部开发中心In-house development center强制分布法Forced distribution method强制谈判项目Mandatory bargaining情境面试Situational interview趋势分析Trend analysis确立阶段Establishment stage人际关系心理分析Transactional analysis (TA)人事（或人力资源）管理Personnel (or human resource) management 人事调配图Personnel replacement charts任务分析Task analysis日常集体谈判Day-to-day-collective bargaining散点分析Scatter plot社会保障Social security失业保险Unemployment insurance实验Experimentation收益分享Gain sharing斯坎伦计划Scallion plan随意终止Termination at will谈话；面谈Interviews探索阶段Exploration stage特别保护权Vesting特殊的管理开发技术Special management development techniques特殊奖励Special awards提前退休窗口Early retirement window同情罢工Sympathy strike图尺度评价法Graphic rating scale团队建设Team building团体人寿保险Group life insurance团体退休金计划Group pension plan退休Retirement退休福利Retirement benefits退休金福利Pension benefits退休金计划Pension plans退休前咨询Retirement counseling维持阶段Maintenance stage维罗姆-耶顿领导能力训练Vroom-Yetton leadership trainman稳定阶段Stabilization sub stage无保证终身解雇Lifetime employment without guarantees系列化面试Serialized interview下降阶段Decline stage现场工人日记/日志Participant diary/logs现实冲击Reality shock向外安置顾问Outplacement counseling小组面试Panel interview效标效度Criterion validity效度Validity新雇员培训或模拟Vestibule or simulated training薪资调查Salary surveys信度Reliability行动学习Action learning行为锚定等级评价法Behaviorally anchored rating scale (bars)行为模拟Behavior modeling压力面试Stress interview延期利润分享计划Deferred profit-sharing plan一般经济状况General economic conditions以价值观为基础的雇佣value-based hiring意见调查Opinion survey隐含职权Implied authority有保障的计件工资制Guaranteed piecework plan有保证的公平对待Guaranteed fair treatment约翰?霍兰德John Holland越级谈话Skip-level interview晕轮效应Halo effect在职培训On-the-job training (OJT)战略规划Strategic plan真诚的谈判Good faith bargaining政策Point method/Policies直接计件制Straight piecework直线管理者Line manager职能（服务）功能Staff (service) function职能控制Functional control职权Authority职位调配卡Position replacement cards职位分析问卷Position Analysis Questionnaire (PAQ)职位评价Job evaluation职业安全与健康法案Occupational Safety and Health Act职业安全与健康管理局Occupational Safety and Health Administration (OSHA) 职业规划与职业发展Career planning and development职业技能Occupational skills职业锚Career anchors职业市场状况Occupational market conditions职业性向Occupational orientation职业周期Career cycle职员报酬Employee compensation质量圈Quality circle中期职业危机阶段Mid career crisis sub stage仲裁Arbitration资本积累方案Capital accumulation program资格数据库Qualifications inventories资质Aptitudes自我实现Self-actualization自我指导工作小组Self directed teams自愿减少工资方案V oluntary pay cut自愿减少时间V oluntary time off自愿谈判项目V oluntary bargaining组织发展Organization development(OD)组织体系ⅠSystem I组织体系ⅣSystem Ⅳ1.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)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)2. 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)3. 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)4. 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)5. 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)6. 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)7. 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)8. 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)9. 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)10. 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)11. 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)12. 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)13. 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)14. 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)1. 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)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)2.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)3.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)4.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)5.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)6.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)7.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)8.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)9.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)10.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)11.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)12.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)13.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)14.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)2. AAction learning：行动学习Alternation ranking method：交替排序法Annual bonus：年终分红Application forms：工作申请表Appraisal interview：评价面试Aptitudes：资质Arbitration：仲裁Attendance incentive plan：参与式激励计划Authority：职权BBehavior modeling：行为模拟Behaviorally anchored rating scale (bars)：行为锚定等级评价法Benchmark job：基准职位Benefits：福利Bias：个人偏见Boycott：联合抵制Bumping/layoff procedures：工作替换/临时解雇程序Burnout：耗竭CCandidate-order error：候选人次序错误Capital accumulation program：资本积累方案Career anchors：职业锚Career cycle：职业周期Career planning and development：职业规划与职业发展Case study method：案例研究方法Central tendency：居中趋势Citations：传讯Civil Rights Act：民权法Classes：类Classification (or grading) method：归类（或分级）法Collective bargaining：集体谈判Comparable worth：可比价值Compensable factor：报酬因素Computerized forecast：计算机化预测Content validity：内容效度Criterion validity：效标效度Critical incident method：关键事件法DDavis-Bacon Act (DBA)：戴维斯―佩根法案Day-to-day-collective bargaining：日常集体谈判Decline stage：下降阶段Deferred profit-sharing plan：延期利润分享计划Defined benefit：固定福利Defined contribution：固定缴款Department of Labor job analysis：劳工部工作分析法Discipline：纪律Dismissal：解雇；开除Downsizing：精简EEarly retirement window：提前退休窗口Economic strike：经济罢工Edgar Schein：艾德加?施恩Employee compensation：职员报酬Employee orientation：雇员上岗引导Employee Retirement Income Security Act (ERISA) ：雇员退休收入保障法案Employee services benefits：雇员服务福利Employee stock ownership plan (ESOP) ：雇员持股计划Equal Pay Act：公平工资法Establishment stage：确立阶段Exit interviews：离职面谈Expectancy chart：期望图表Experimentation：实验Exploration stage：探索阶段FFact-finder：调查Fair day's work：公平日工作Fair Labor Standards Act：公平劳动标准法案Flexible benefits programs：弹性福利计划Flex place：弹性工作地点Flextime：弹性工作时间Forced distribution method：强制分布法Four-day workweek：每周4天工作制Frederick Taylor：弗雷德里克?泰罗Functional control：职能控制Functional job analysis：功能性工作分析法GGeneral economic conditions：一般经济状况Golden offerings：高龄给付Good faith bargaining：真诚的谈判Grade description：等级说明书Grades：等级Graphic rating scale：图尺度评价法Grid training：方格训练Grievance：抱怨Grievance procedure：抱怨程序Group life insurance：团体人寿保险Group pension plan：团体退休金计划Growth stage：成长阶段Guarantee corporation：担保公司Guaranteed fair treatment：有保证的公平对待Guaranteed piecework plan：有保障的计件工资制Gain sharing：收益分享HHalo effect：晕轮效应Health maintenance organization (HMO) ：健康维持组织IIllegal bargaining：非法谈判项目Impasse：僵持Implied authority：隐含职权Incentive plan：激励计划Individual retirement account (IRA) ：个人退休账户In-house development center：企业内部开发中心Insubordination：不服从Insurance benefits：保险福利Interviews：谈话；面谈JJob analysis：工作分析Job description：工作描述Job evaluation：职位评价Job instruction training (JIT) ：工作指导培训Job posting：工作公告Job rotation：工作轮换Job sharing：工作分组Job specifications：工作说明书John Holland：约翰?霍兰德Junior board：初级董事会LLayoff：临时解雇Leader attach training：领导者匹配训练Lifetime employment without guarantees：无保证终身解雇Line manager：直线管理者Local market conditions：地方劳动力市场Lockout：闭厂MMaintenance stage：维持阶段Management assessment center：管理评价中心Management by objectives (MBO) ：目标管理法Management game：管理竞赛Management grid：管理方格训练Management process：管理过程Mandatory bargaining：强制谈判项目Mediation：调解Merit pay：绩效工资Merit raise：绩效加薪Mid career crisis sub stage：中期职业危机阶段NNondirective interview：非定向面试OOccupational market conditions：职业市场状况Occupational orientation：职业性向Occupational Safety and Health Act：职业安全与健康法案Occupational Safety and Health Administration (OSHA) ：职业安全与健康管理局Occupational skills：职业技能On-the-job training (OJT) ：在职培训Open-door：敞开门户Opinion survey：意见调查Organization development(OD) ：组织发展Outplacement counseling：向外安置顾问PPaired comparison method：配对比较法Panel interview：小组面试Participant diary/logs：现场工人日记/日志Pay grade：工资等级Pension benefits：退休金福利Pension plans：退休金计划People-first values："以人为本"的价值观Performance analysis：工作绩效分析Performance Appraisal interview:工作绩效评价面谈Personnel (or human resource) management：人事（或人力资源）管理Personnel replacement charts：人事调配图Piecework：计件Plant Closing law：工厂关闭法Point method/Policies：政策Position Analysis Questionnaire (PAQ) ：职位分析问卷Position replacement cards：职位调配卡Pregnancy discrimination act：怀孕歧视法案Profit-sharing plan利润分享计划Programmed learning：程序化教学QQualifications inventories：资格数据库Quality circle：质量圈RRanking method：排序法Rate ranges：工资率系列Ratio analysis：比率分析Reality shock：现实冲击Reliability：信度Retirement：退休Retirement benefits：退休福利Retirement counseling：退休前咨询Rings of defense：保护圈Role playing：角色扮演SSkip-level interview：越级谈话Social security：社会保障Speak up! ：讲出来！Special awards：特殊奖励Special management development techniques：特殊的管理开发技术Stabilization sub stage：稳定阶段Staff (service) function：职能（服务）功能Standard hour plan：标准工时工资Stock option：股票期权Straight piecework：直接计件制Strategic plan：战略规划Stress interview：压力面试Strictness/leniency：偏紧/偏松Strikes：罢工Structured interview：结构化面试Succession planning：接班计划Supplement pay benefits：补充报酬福利Supplemental unemployment benefits：补充失业福利Salary surveys：薪资调查Savings plan：储蓄计划Scallion plan：斯坎伦计划Scatter plot：散点分析Scientific management：科学管理Self directed teams：自我指导工作小组Self-actualization：自我实现Sensitivity training：敏感性训练Serialized interview：系列化面试Severance pay：离职金Sick leave：病假Situational interview：情境面试Survey feedback：调查反馈Sympathy strike：同情罢工System Ⅳ组织体系ⅣSystem I：组织体系ⅠTTask analysis：任务分析Team building：团队建设Team or group：班组Termination：解雇；终止Termination at will：随意终止Theory X：X理论Theory Y：Y理论Third-party involvement：第三方介入Training：培训Transactional analysis (TA) ：人际关系心理分析Trend analysis：趋势分析Trial sub stage：尝试阶段UUnsafe conditions：不安全环境Unclear performance standards：绩效评价标准不清Unemployment insurance：失业保险Unfair labor practice strike：不正当劳工活动罢工Unsafe acts：不安全行为VValidity：效度value-based hiring：以价值观为基础的雇佣Vroom-Yetton leadership trainman：维罗姆-耶顿领导能力训练Variable compensation：可变报酬Vestibule or simulated training：新雇员培训或模拟Vesting：特别保护权V oluntary bargaining：自愿谈判项目V oluntary pay cut：自愿减少工资方案V oluntary time off：自愿减少时间WWage carve：工资曲线Work samples：工作样本Work sampling technique：工作样本技术Work sharing：临时性工作分担Worker involvement：雇员参与计划Worker's benefits：雇员福利3. 目标mission/ objective集体目标group objective内部环境internal environment外部环境external environment计划planning组织organizing人事staffing领导leading控制controlling步骤process原理principle方法technique经理manager总经理general manager行政人员administrator主管人员supervisor企业enterprise商业business产业industry公司company效果effectiveness效率efficiency企业家entrepreneur权利power职权authority职责responsibility科学管理scientific management现代经营管理modern operational management行为科学behavior science生产率productivity激励motivate动机motive法律law法规regulation经济体系economic system管理职能managerial function产品product服务service利润profit满意satisfaction归属affiliation尊敬esteem自我实现self-actualization人力投入human input盈余surplus收入income成本cost资本货物capital goods机器machinery设备equipment建筑building存货inventory（2）经验法the empirical approach人际行为法the interpersonal behavior approach集体行为法the group behavior approach协作社会系统法the cooperative social systems approach 社会技术系统法the social-technical systems approach 决策理论法the decision theory approach数学法the mathematical approach系统法the systems approach随机制宜法the contingency approach管理任务法the managerial roles approach经营法the operational approach人际关系human relation心理学psychology态度attitude压力pressure冲突conflict招聘recruit鉴定appraisal选拔select培训train报酬compensation授权delegation of authority协调coordinate业绩performance考绩制度merit system表现behavior下级subordinate偏差deviation检验记录inspection record误工记录record of labor-hours lost 销售量sales volume产品质量quality of products先进技术advanced technology顾客服务customer service策略strategy结构structure(3)领先性primacy普遍性pervasiveness忧虑fear忿恨resentment士气morale解雇layoff批发wholesale零售retail程序procedure规则rule规划program预算budget共同作用synergy大型联合企业conglomerate资源resource购买acquisition增长目标growth goal专利产品proprietary product竞争对手rival晋升promotion管理决策managerial decision商业道德business ethics有竞争力的价格competitive price 供货商supplier小贩vendor利益冲突conflict of interests派生政策derivative policy开支帐户expense account批准程序approval procedure病假sick leave休假vacation工时labor-hour机时machine-hour资本支出capital outlay现金流量cash flow工资率wage rate税收率tax rate股息dividend现金状况cash position资金短缺capital shortage总预算overall budget资产负债表balance sheet可行性feasibility投入原则the commitment principle 投资回报return on investment生产能力capacity to produce实际工作者practitioner最终结果end result业绩performance个人利益personal interest福利welfare市场占有率market share创新innovation生产率productivity利润率profitability社会责任public responsibility董事会board of director组织规模size of the organization组织文化organizational culture目标管理management by objectives 评价工具appraisal tool激励方法motivational techniques 控制手段control device个人价值personal worth优势strength弱点weakness机会opportunity威胁threat[url][/url] 海一角营销人网个人责任personal responsibility顾问counselor定量目标quantitative objective定性目标qualitative objective可考核目标verifiable objective优先priority工资表payroll（4）策略strategy政策policy灵活性discretion多种经营diversification评估assessment一致性consistency应变策略consistency strategy公共关系public relation价值value抱负aspiration偏见prejudice审查review批准approval主要决定major decision分公司总经理division general manager资产组合距阵portfolio matrix明星star问号question mark现金牛cash cow赖狗dog采购procurement人口因素demographic factor地理因素geographic factor公司形象company image产品系列product line合资企业joint venture破产政策liquidation strategy紧缩政策retrenchment strategy战术tactics(5)追随followership个性individuality性格personality安全safety自主权latitude悲观的pessimistic静止的static乐观的optimistic动态的dynamic灵活的flexible抵制resistance敌对antagonism折中eclectic(6)激励motivation潜意识subconscious地位status情感affection欲望desire压力pressure满足satisfaction自我实现的需要needs for self-actualization 尊敬的需要esteem needs归属的需要affiliation needs安全的需要security needs生理的需要physiological needs维持maintenance保健hygiene激励因素motivator概率probability强化理论reinforcement theory反馈feedback奖金bonus股票期权stock option劳资纠纷labor dispute缺勤率absenteeism人员流动turnover奖励reward(7)特许经营franchise热诚zeal信心confidence鼓舞inspire要素ingredient忠诚loyalty奉献devotion作风style品质trait适应性adaptability进取性aggressiveness热情enthusiasm毅力persistence人际交往能力interpersonal skills行政管理能力administrative ability智力intelligence专制式领导autocratic leader民主式领导democratic leader自由放任式领导free-rein leader管理方格图the managerial grid工作效率work efficiency服从obedience领导行为leader behavior支持型领导supportive leadership参与型领导participative leadership指导型领导instrumental leadership成就取向型领导achievement-oriented leadership 沟通Communication个人发展Personal Development电子学习e-Learning项目管理Project Management领导艺术Leadership团队建设Team Building管理Management商务管理类行政管理Administrative Support人力资源Human Resources商法Business Law行业Industry客户服务Customer Service知识管理Knowledge Management电子商务e-Business市场Marketing金融/财会Finance & Accounting企业运营Operations财务服务Financial Services销售Salesable 有才干的，能干的adaptable 适应性强的active 主动的，活跃的aggressive 有进取心的ambitious 有雄心壮志的amiable 和蔼可亲的amicable 友好的analytical 善于分析的apprehensive 有理解力的aspiring 有志气的，有抱负的audacious 大胆的，有冒险精神的capable 有能力的，有才能的careful 办理仔细的candid 正直的competent 能胜任的constructive 建设性的cooperative 有合作精神的creative 富创造力的dedicated 有奉献精神的dependable 可靠的diplomatic 老练的，有策略的disciplined 守纪律的dutiful 尽职的well--educated 受过良好教育的efficient 有效率的energetic 精力充沛的expressivity 善于表达faithful 守信的，忠诚的frank 直率的，真诚的generous 宽宏大量的genteel 有教养的gentle 有礼貌的humorous 有幽默impartial 公正的independent 有主见的industrious 勤奋的ingenious 有独创性的motivated 目的明确的intelligent 理解力强的learned 精通某门学问的logical 条理分明的methodical 有方法的modest 谦虚的objective 客观的precise 一丝不苟的punctual 严守时刻的realistic 实事求是的responsible 负责的sensible 明白事理的sporting 光明正大的steady 踏实的systematic 有系统的purposeful 意志坚强的sweet-tempered 性情温和的temperate 稳健的tireless 孜孜不倦的name 姓名in. 英寸pen name 笔名ft. 英尺alias 别名street 街Mr. 先生road 路Miss 小姐district 区Ms （小姐或太太）house number 门牌Mrs. 太太lane 胡同，巷age 年龄height 身高blood type 血型weight 体重address 地址born 生于permanent address 永久住址birthday 生日province 省birth date 出生日期city 市birthplace 出生地点county 县home phone 住宅电话prefecture 专区office phone 办公电话autonomous region 自治区business phone 办公电话nationality 民族；国籍current address 目前住址citizenship 国籍date of birth 出生日期native place 籍贯postal code 邮政编码duel citizenship 双重国籍marital status 婚姻状况。
劳动经济学专业词汇
ContentChapter1: An Overview of Human Resource Management Chapter2:Job analysis and job designchapter 3:Human Resource PlanningChapter4:Recruitmentchapter5:Selection and PlacementChapter 6: Training & DevelopmentChapter 7: Performance Management and Appraisal Chapter8:Compensation Strategies and Practices chapter 9:Incentives and benefitsChapter10:Global Human Resource ManagementChapter1: An Overview of Human Resource Management1.高级人力资源专家(SPHR,Senior Professional in Human Recourses)就是美国人力资源管理学会(SHRM,Society for Human Resources Management)下属分支机构-人力资源认证学会(HRCI,Human Recourses Certification Institute)设立的HR职业资质之一。
2.在HRCI设立有三项HR职业资质认证：PHR (Professional in Human Resources) 人力资源专业人士SPHR(Senior Professional in Human Resources)高级人力资源专家GPHR(Global Professional in Human Resources)全球人力资源专业人士3.HRM 人力资源管理4.Mission 使命5.Administrative 行政的6.Strategic 战略的7.Operational 操作的8.Tactical 战术的9.Physical resources 物质资源10.Financial resources 财务资源11.Performance 绩效业绩12.Philosophy 理念13.Motivate 激励14.Orient (使)适应(使)定位15.Evaluate 评估pensate 补偿酬劳17.Promote 提升18.Turnover （人员）流失19.Job analysis 工作分析20.Job design 工作设计21.Job description 工作描述22.Recruitment 招聘23.Selection 甄选24.Benefit 福利25.Performance management 绩效管理26.Human capital 人力资本27.Intellectual capital 智力资本Chapter2:Job analysis and job design1.Documentation 文件资料2.Psychometric 心理测量的3.Multistage 多阶段的4.multishift 多班制的5.Feedback 反馈6.Questionnaire 问卷7.Methodology （一整套）方法8.Autonomy 自主权9.Absenteeism 旷工、缺勤10.Turnover 人员流失11.Coordinate 协调12.Identify 识别13.Open-ended 开放式的14.Job analysis 工作分析15.Job design 工作设计16.Job description 工作/岗位描述17.Job specification 工作/岗位规范18.Performance standard 绩效标准19.Job rotation 工作轮换/轮岗20.Job enrichment 工作丰富化21.Job enlargement 工作扩大化22.Job simplification 工作简单化23.Job system 岗位系统24.Job incumbent 在职者25.job analysis schedule 工作分析计划表chapter 3:Human Resource Planning1.Surplus 过剩、多余2.promotion 提升（反义词：demotion降职）3.Shortage 短缺、不足4.pay rate 工资率5.Inventory 库存，储备6.simulation 模拟7.internal 内部的8.External 外部的9.Qualitative 定性的10.Quantitative 定量的11.Forecast 预测12.Deregulate 解除（对……的）管制13.Regulate 管制14.Globalization 全球化15.Transfer 工作调动16.Audit 审计17.Termination 终结、终止18.Assess 评估19.Migration 迁移、流动20.Outflow 流出（反义词：inflow 流入）21.Attrition 人员耗损；减缩人员22.Recall 人员召回；产品回收23.Downsize 裁员、缩编24.rule of thumb 拇指规则，经验法则25.HRIS （human resource information systems）人力资源信息系统26.environmental scanning 环境扫描（分析）27.Delphi technique 德尔菲法28.nominal group 名义小组29.Statistical regression analysis 统计回归分析30.Decision rule 决策准则31.Demographics 人口统计状况32.Succession analysis 继任分析33.Contingent worker 临时工34.Transition matrix 过度矩阵35.Early retirement buyout 提前退休买断36.Replacement chart 补充/替代图Chapter4:Recruitment1.recruitment 招聘2.executive search firm 猎头公司3.job vacancy 岗位空缺4.retainer 聘金5.candidate 申请者求职者6.job fair 招聘会7.trainee 受训者8.e-recruiting 电子招聘9.replacement 替代补充10.job board 求职网站11.morale 士气12.open house 开放参观日13.promotee 被提拔者14.snail mail 蜗牛邮件15.inbreeding 近亲繁殖16.employer website 用人单位网17.job posting 工作岗位布告18.career placement office 职业介绍所19.special recruiting event 特色招聘会20.professional/career website专业/职业网站chapter5:Selection and Placement1.Selection 甄选2.Placement 配置3.Application form 申请表4.Un/Structural interview 非结构/结构化面试5.Behavioral interview 行为描述型面试6.Situational interview 情景模式面试7.Stress interview 压力面试8.Negative emphasis 负面效应9.Halo effect 光环效应10.Stereotype 刻板印象11.Snap judgment第一印象12.Bias 偏见Chapter 6 Training & Development1.training 培训2.development 开发3.disseminate 传播4.self-efficacy 自我效能感(自信心)5.auditory learner 听觉型学习者6.tactile learner 触觉型学习者7.visual learner 视觉型学习者8.transfer of training 培训转移9.role play 角色扮演10.orientation （对新人进行的）情况介绍；适应性培训11.socialization 合群mitment 承诺（员工对组织的归属感和奉献）13.training delivery 实施培训14.pilot test 尝试性测试15.on-the-job training 在职培训16.internship 实习17.intern 实习生18.apprentice 学徒19.instructor-led training 有授课老师指导的培训20.distance training/learning 远程培训/学习21.job-site/on-the-job development 在职开发22.off-site/off-the-job development 脱产开发23.coaching 指导、辅导24.job rotation 工作岗位轮换25.simulation 模拟（“商业游戏” business game）Chapter7: Performance Management and Appraisal1.performance 绩效2.measure 测量3.appraisal 评估4.benchmark 基准点5.numerical 用数字表示的6.multisource appraisal 多渠道评估7.360 °feedback 360°反馈8.self-rating/self-appraisal 自我评估9.graphic rating scale 图评价量表10.forced distribution 强制分布11.critical incident 关键事件12.field review 专家评估法13.behaviorally anchored rating scales (BARS) 行为锚定评估量表法14.behavioral observation scales (BOS) 行为观察量表法15.behavioral expectation scales (BES) 行为期望量表法16.management by objectives (MBO) 目标管理法Chapter8:Compensation Strategies and Practicespensation 补偿、薪酬2.reward 报酬、酬金3.intrinsic 内在的4.extrinsic 外在的5.monetary 货币的、金钱的6.tangible 有形的7.base pay 基本工资8.variable pay 可变工资9.hourly pay 按小时支付的工资10.health insurance 健康保险11.benefits 福利12.medical/life insurance 医疗/人寿保险13.paid time off 带薪休假14.retirement pension 退休金15.bonus 奖金16.incentive 激励17.stock option 股票期权18.procedural justice 程序公平19.distributive justice 分配公平20.pay survey 工资调查21.pay structure 工资结构22.pay grade 工资等级23.pay range 工资范围24.benchmark job 基准岗位25.broadbanding 拓宽薪酬范围26.overlap 重叠chapter 9:Incentives and benefits1.Incentive 激励2.Benefits 福利3.award 奖励4.Piece-rate system 计件工资制5.Sales commission 销售佣金6.Bonus 奖金红利7.Gainsharing plan 利润分享计划8.Employee stock ownership plan(ESOP) 员工持股计划9.Collateral 抵押10.Executive compensation 高管薪酬11.Perquisite(perk) 额外福利；特权12.Workers‟ compensation 工商赔偿13.Unemployment compensation 失业补偿14.Social security 社会保障15.Pension plan 退休金计划16.Financial benefits 经济福利17.Insurance benefits 保险福利cation benefits 教育福利19.Social and recreational benefits 社会与娱乐福利20.Time-off benefits 非工时福利21.Security benefits 保障福利22.Leaves of absence 休假23.Health care 医疗保健Chapter10:Global Human Resource Management1.host-country 东道国2.equal employment 平等就业3.employment discrimination 就业歧视4.Infrastructure ['infrəstrʌktʃə] 基础设施5.individualism 个人主义6.collectivism 集体主义7.power distance 权利距离8.uncertainty avoidance 不确定性规避9.Masculinity [mæskju…liniti]男性特征10.Femininity [ˌfemi'niniti]女性特征11.Long-term orientation 长期定位12.Short-term orientation 短期定位13.Multinational corporation(MNC) 跨国公司14.Home country 母国(也称parent country)15.Parent corporation 母公司16.Expatriate [eks'pætrieit] 外派人员(也称parent-country national, PCN)17.Host-country national(HCN) 东道国员工18.Third-country national(TCN) 第三国员工19.Intercultural capabilities 跨文化能力20.Technical assignments 技术性任务21.Functional assignments 职能性任务22.Developmental assignments 发展性任务23.Strategic assignments 战略性任务24.Expatriation [eksˌpætri'eiʃən ] 外派25.Repatriation [ˌri:peitri'eiʃən] 重返母国26.Culture assimilator 文化同化方法27.Culture shock 文化冲击。
HR相关英文词汇
HR相关英文词汇1.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 2.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 diversity3.工作:job职位:posting工作分析:job analysis工作说明:job de script ion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 De script ion Questionnaire, MPDQ 行政秘书:executive secretary地区服务经理助理:assistant district service manager4.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 5.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:internship6.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 interview7.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:media8.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 building9.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 anchors10.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:strictness3600反馈:360-degree feedback叙述法:essay method集中趋势:central tendency11.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 range12.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 sharing13.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:alcoholism14.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"以人为本"的价值观 <human resources> People-first valuesX理论 <human resources> Theory XY理论 <human resources> Theory Y艾德加施恩 <human resources> Edgar Schein案例研究方法 <human resources> Case study method罢工 <human resources> Strikes班组 <human resources> Team or group保护圈 <human resources> Rings of defense保险福利 <human resources> Insurance benefits报酬因素 <human resources> Compensable factor抱怨 <human resources> Grievance抱怨程序 <human resources> Grievance procedure比率分析 <human resources> Ratio analysis闭厂 <human resources> Lockout标准工时工资 <human resources> Standard hour plan病假 <human resources> Sick leave补充报酬福利 <human resources> Supplement pay benefits补充失业福利 <human resources> Supplemental unemployment benefits 不安全环境 <human resources> Unsafe conditions不安全行为 <human resources> Unsafe acts不服从 <human resources> Insubordination不正当劳工活动罢工 <human resources> Unfair labor practice strike 参与式激励计划 <human resources> Attendance incentive plan尝试阶段 <human resources> Trial sub stage敞开门户 <human resources> Open-door成长阶段 <human resources> Growth stage程序化教学 <human resources> Programmed learning初级董事会 <human resources> Junior board储蓄计划 <human resources> Savings plan传讯 <human resources> Citations戴维斯―佩根法案 <human resources> Davis-Bacon Act DBA担保公司 <human resources> Guarantee corporation弹性福利计划 <human resources> Flexible benefits programs弹性工作地点 <human resources> Flex place弹性工作时间 <human resources> Flextime等级 <human resources> Grades等级说明书 <human resources> Grade description地方劳动力市场 <human resources> Local market conditions第三方介入 <human resources> Third-party involvement调查 <human resources> Fact-finder调查反馈 <human resources> Survey feedback调解 <human resources> Mediation方格训练 <human resources> Grid training非定向面试 <human resources> Nondirective interview非法谈判项目 <human resources> Illegal bargaining弗雷德里克泰罗 <human resources> Frederick Taylor福利 <human resources> Benefits高龄给付 <human resources> Golden offerings个人偏见 <human resources> Bias个人退休账户 <human resources> Individual retirement account IRA 工厂关闭法 <human resources> Plant Closing law工资等级 <human resources> Pay grade工资率系列 <human resources> Rate ranges工资曲线 <human resources> Wage carve工作分析 <human resources> Job analysis工作分组 <human resources> Job sharing工作公告 <human resources> Job posting工作绩效分析 <human resources> Performance analysis工作绩效评价面谈 <human resources> Performance Appraisal interview 工作轮换 <human resources> Job rotation工作描述 <human resources> Job description工作申请表 <human resources> Application forms工作说明书 <human resources> Job specifications工作替换/临时解雇程序 <human resources> Bumping/layoff procedures 工作样本 <human resources> Work samples工作样本技术 <human resources> Work sampling technique工作指导培训 <human resources> Job instruction training JIT公平工资法 <human resources> Equal Pay Act公平劳动标准法案 <human resources> Fair Labor Standards Act公平日工作 <human resources> Fair day's work功能性工作分析法 <human resources> Functional job analysis股票期权 <human resources> Stock option固定福利 <human resources> Defined benefit固定缴款 <human resources> Defined contribution雇员参与计划 <human resources> Worker involvement雇员持股计划 <human resources> Employee stock ownership plan ESOP雇员服务福利 <human resources> Employee services benefits雇员福利 <human resources> Worker's benefits雇员上岗引导 <human resources> Employee orientation雇员退休收入保障法案 <human resources> Employee Retirement Income Security Act ERISA关键事件法 <human resources> Critical incident method管理方格训练 <human resources> Management grid管理过程 <human resources> Management process管理竞赛 <human resources> Management game管理评价中心 <human resources> Management assessment center归类或分级法 <human resources> Classification or grading method耗竭 <human resources> Burnout候选人次序错误 <human resources> Candidate-order error怀孕歧视法案 <human resources> Pregnancy discrimination act基准职位 <human resources> Benchmark job绩效工资 <human resources> Merit pay绩效加薪 <human resources> Merit raise绩效评价标准不清 <human resources> Unclear performance standards激励计划 <human resources> Incentive plan集体谈判 <human resources> Collective bargaining计件 <human resources> Piecework计算机化预测 <human resources> Computerized forecast纪律 <human resources> Discipline健康维持组织 <human resources> Health maintenance organization HMO 僵持 <human resources> Impasse讲出来 <human resources> Speak up交替排序法 <human resources> Alternation ranking method角色扮演 <human resources> Role playing接班计划 <human resources> Succession planning结构化面试 <human resources> Structured interview解雇；开除 <human resources> Dismissal解雇；终止 <human resources> Termination经济罢工 <human resources> Economic strike精简 <human resources> Downsizing居中趋势 <human resources> Central tendency科学管理 <human resources> Scientific management可比价值 <human resources> Comparable worth可变报酬 <human resources> Variable compensation劳工部工作分析法 <human resources> Department of Labor job analysis 类 <human resources> Classes离职金 <human resources> Severance pay离职面谈 <human resources> Exit interviews利润分享计划 <human resources> Profit-sharing plan联合抵制 <human resources> Boycott临时解雇 <human resources> Layoff临时性工作分担 <human resources> Work sharing领导者匹配训练 <human resources> Leader attach training每周4天工作制 <human resources> Four-day workweek民权法 <human resources> Civil Rights Act敏感性训练 <human resources> Sensitivity training目标管理法 <human resources> Management by objectives MBO内容效度 <human resources> Content validity年终分红 <human resources> Annual bonus排序法 <human resources> Ranking method培训 <human resources> Training配对比较法 <human resources> Paired comparison method偏紧/偏松 <human resources> Strictness/leniency评价面试 <human resources> Appraisal interview期望图表 <human resources> Expectancy chart企业内部开发中心 <human resources> In-house development center强制分布法 <human resources> Forced distribution method强制谈判项目 <human resources> Mandatory bargaining情境面试 <human resources> Situational interview趋势分析 <human resources> Trend analysis确立阶段 <human resources> Establishment stage人际关系心理分析 <human resources> Transactional analysis TA人事或人力资源管理 <human resources> Personnel or human resource management 人事调配图 <human resources> Personnel replacement charts任务分析 <human resources> Task analysis日常集体谈判 <human resources> Day-to-day-collective bargaining散点分析 <human resources> Scatter plot社会保障 <human resources> Social security失业保险 <human resources> Unemployment insurance实验 <human resources> Experimentation收益分享 <human resources> Gain sharing斯坎伦计划 <human resources> Scallion plan随意终止 <human resources> Termination at will谈话；面谈 <human resources> Interviews探索阶段 <human resources> Exploration stage特别保护权 <human resources> Vesting特殊的管理开发技术 <human resources> Special management development techniques特殊奖励 <human resources> Special awards提前退休窗口 <human resources> Early retirement window同情罢工 <human resources> Sympathy strike图尺度评价法 <human resources> Graphic rating scale团队建设 <human resources> Team building团体人寿保险 <human resources> Group life insurance团体退休金计划 <human resources> Group pension plan退休 <human resources> Retirement退休福利 <human resources> Retirement benefits退休金福利 <human resources> Pension benefits退休金计划 <human resources> Pension plans退休前咨询 <human resources> Retirement counseling维持阶段 <human resources> Maintenance stage维罗姆-耶顿领导能力训练 <human resources> Vroom-Yetton leadership trainman 稳定阶段 <human resources> Stabilization sub stage无保证终身解雇 <human resources> Lifetime employment without guarantees 系列化面试 <human resources> Serialized interview下降阶段 <human resources> Decline stage现场工人日记/日志 <human resources> Participant diary/logs现实冲击 <human resources> Reality shock向外安置顾问 <human resources> Outplacement counseling小组面试 <human resources> Panel interview效标效度 <human resources> Criterion validity效度 <human resources> Validity新雇员培训或模拟 <human resources> Vestibule or simulated training薪资调查 <human resources> Salary surveys信度 <human resources> Reliability行动学习 <human resources> Action learning行为锚定等级评价法 <human resources> Behaviorally anchored rating scale bars行为模拟 <human resources> Behavior modeling压力面试 <human resources> Stress interview延期利润分享计划 <human resources> Deferred profit-sharing plan一般经济状况 <human resources> General economic conditions以价值观为基础的雇佣 <human resources> value-based hiring意见调查 <human resources> Opinion survey隐含职权 <human resources> Implied authority有保障的计件工资制 <human resources> Guaranteed piecework plan有保证的公平对待 <human resources> Guaranteed fair treatment约翰霍兰德 <human resources> John Holland越级谈话 <human resources> Skip-level interview晕轮效应 <human resources> Halo effect在职培训 <human resources> On-the-job training OJT战略规划 <human resources> Strategic plan真诚的谈判 <human resources> Good faith bargaining政策 <human resources> Point method/Policies直接计件制 <human resources> Straight piecework直线管理者 <human resources> Line manager职能服务功能 <human resources> Staff service function职能控制 <human resources> Functional control职权 <human resources> Authority职位调配卡 <human resources> Position replacement cards职位分析问卷 <human resources> Position Analysis Questionnaire PAQ职位评价 <human resources> Job evaluation职业安全与健康法案 <human resources> Occupational Safety and Health Act 职业安全与健康管理局 <human resources> Occupational Safety and Health Administration OSHA职业规划与职业发展 <human resources> Career planning and development职业技能 <human resources> Occupational skills职业锚 <human resources> Career anchors职业市场状况 <human resources> Occupational market conditions职业性向 <human resources> Occupational orientation职业周期 <human resources> Career cycle职员报酬 <human resources> Employee compensation质量圈 <human resources> Quality circle中期职业危机阶段 <human resources> Mid career crisis sub stage 仲裁 <human resources> Arbitration资本积累方案 <human resources> Capital accumulation program资格数据库 <human resources> Qualifications inventories资质 <human resources> Aptitudes自我实现 <human resources> Self-actualization自我指导工作小组 <human resources> Self directed teams自愿减少工资方案 <human resources> Voluntary pay cut自愿减少时间 <human resources> Voluntary time off自愿谈判项目 <human resources> Voluntary bargaining组织发展 <human resources> Organization developmentOD组织体系Ⅰ <human resources> System I组织体系Ⅳ <human resources> System Ⅳ。
人力资源管理常见英文词汇
人力资源管理常见英文词汇人力资本：human ca pital工作投入work/job e ngagement治理过程manageme nt process直线治理者line ma nager职能治理者staff ma nager职能操纵functional control人事职能staff(servi ce)function劳动力labor(work)fo rce劳资关系labor rela tions公平就业机会equal opportunity反雇佣鄙视行为aff irmative action雇员健康与安全em ployee health and safety 职员申诉grievance失业unemployment病假工资sick pay工会trade union人性化治理humanize d management住房补贴subsidized housing集体谈判collective bargaining充分就业full empl oyment就业立法employment legislation企业家的entreprene urial工业行动industrial action谈判工资negotiated wage市场工资率market r ate工作分析job analysisMethods of collectin g job analysis informatio n:inteiview、questionaires 咨询卷法、observation观看法、participant dairy/log s 工作日志写实法、positi on analysis questionnaire PAQ职位分析咨询卷工作描述job descri ption工作讲明job specif ication工作承担者在职（位）者job incumbent/h older权限authority工作权限Authority o f incumbent工作标识job identi fication工作概要(综述) job summary知识、技能、能力KSA职位弱化Dejobbing扁平化组织flattene d organization工作扩大化job enl argement工作轮换Job rotati on无边界组织boundar yless organization工作丰富化job enr ichmment流程再造reengineer ing继任、接班successi on富余redundancy人员流淌turnover聘请recruitment人力资源规划及补充HR planning and recruiti ng人力资源需求pers onal need/demand人力资源供给pers onal supply（企业）内（外）部供给Supply of inside/o utside candidateMethods of predictin g employment needs:trend analysis趋势分析、rati o analsis 比率分析、 A scatter plot 散点图、usi ng computer to forcast P ersonel requirments正规教育formal edu cation行业体会industry e xperience人员调配/配置图pe rsonel replacement chart人员储备开发记录p ersonel inventory and dev elopment record人员配置staffing eq uation劳动生产率producti vity资格数据库qualific ations inventory职位空缺vacancy/ open/opening填补职位空缺fill op en positions工作公告job posting人事记录personnel record技能库skill bank继任打算succession planning申请者群an applic ant pool就业服务机构(中介) employment agency校园聘请college rec ruiting猎头公司head hunte rs/executive recruiters举荐referral上门求职walk-in网上聘请recruiting on the internet甄选selection面试interview工作申请表applicat ion form工作样本work sa mple评判中心assessment center背景调查background investigation效度validity信度reliability非定向/非结构化面试nondirective/unstructur ed interview定向/结构化面试dir ective/structured interview 评判面试appraisal interview情境面试situational interiew行为面试behavioral interview压力面试stress inte rview工作有关性面试job-related interview系列化面试serialize d interview心理面试psycholog ical interview个人面试personal in terview小组面试panel inter view集风光试mass inter view培训与开发training and development上岗培训employee orientation/orientating emp loyees培训需求training ne eds工作手册workbooks子任务subtasks低产出low output基层lower level在职者job holdersTraining methods:on-t he-job training(OJT)、模拟培训simulated training、学徒apprentlceship trainin g角色扮演role playi ng行为塑造behavior modeling企业大学corporate university企业内部开发中心i n-house development cent ers绩效评估performan ce appraisal强制分布法forced distribution method行为锚定评判尺度b ehaviorally anchored ratin g scal (BARS)维度dimension目标治理managem ent by objectives (MBO)职业生涯治理carrer management咨询专家counseling expert/consultant薪酬、补偿compens ation奖励与福利incentives and benefits酬劳remuneration薪资调查pay survey内在的intrinsic外在的extrinsic工资结构pay structu re工资等级pay grade工资范畴pay range货币的monetary差不多工资base pa y基准单位benchmark job可变工资variable p ay宽带薪酬broadbandin g小时工资hourly pay带薪休假paid time off1.人力资源治理:(Hu man Resource Manageme nt ,HRM)人力资源经理:( hum an resource manager)高级治理人员:(execut ive)职业:(profession)道德标准:(ethics)操作工:(operative em ployees)专家:(specialist)人力资源认证协会:(t he Human Resource Certi fication Institute,HRCI)2.外部环境:(external environment)内部环境:(internal en vironment)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:(multination al corporation,MNC)治理多样性:(managing diversity)3.工作:(job)职位:(posting)工作分析:(job analysi s)工作讲明:(job descri ption)工作规范:(job specifi cation)工作分析打算表:(job analysis schedule,JAS)职位分析咨询卷调查法:(Management Position Description Questionnaire, MPDQ)行政秘书:(executive secretary)地区服务经理助理:(a ssistant district service m anager)4.人力资源打算:(Hu man Resource Planning,H RP)战略规划:(strategic p lanning)长期趋势:(long term trend)要求推测:(requiremen t forecast)供给推测:(availability forecast)治理人力储备:(mana gement inventory)裁减:(downsizing)人力资源信息系统: (Human Resource Informa tion System,HRIS)5.聘请:(recruitment)职员申请表:(employe e requisition)聘请方法:(recruitment methods)内部提升:(Promotion From Within ,PFW)工作公告:(job postin g)广告:(advertising)职业介绍所:(employ ment agency)专门事件:(special ev ents)实习:(internship)6.选择:(selection)选择率:(selection rat e)简历:(resume)标准化:(standardizatio n)有效性:(validity)客观性:(objectivity)规范:(norm)录用分数线:(cutoff s core)准确度:(aiming)业务知识测试:(job k nowledge tests)理交流平台！人力资源治理英文词汇高级治理人员:(execut ive)职业:(profession)道德标准:(ethics)操作工:(operative employ ees)专家:(specialist)人力资源认证协会:(the H uman Resource Certificati on Institute,HRCI)外部环境:(external enviro nment)内部环境:(internal environ ment)政策:(policy)企业文化:(corporate cultur e)目标:(mission)股东:(shareholders)非正式组织:(informal org anization)跨国公司:(multinational c orporation,MNC)工作:(job)职位:(posting)工作分析:(job analysis)工作讲明:(job description) 工作规范:(job specificatio n)工作分析打算表:(job anal ysis schedule,JAS)职位分析咨询卷调查法: (Management Position De scription Questionnaire,M PDQ)行政秘书:(executive secre tary)地区服务经理助理:(assista nt district service manage r)战略规划:(strategic planni ng)长期趋势:(long term tren d)治理人力储备:(mana gement inventory)裁减:(downsizing)人力资源信息系统:(Huma n Resource Information S ystem,HRIS)聘请方法:(recruitment methods)内部提升:(Promotion Fro m Within ,PFW)广告:(advertising)职业介绍所:(employment agency)专门事件:(special events) 实习:(internship)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 knowl edge tests)求职面试:(employment int erview)非结构化面试:(unstructure d interview)结构化面试:(structured int erview)小组面试:(group intervie w)职业爱好测试:(vocational interest tests)会议型面试:(board intervi ew)组织变化与人力资源开发人力资源开发:(Human Re source Development,HRD)训练:(coaching)辅导:(mentoring)经营治理策略:(business g ames) 案例研究:(case study)会议方法:(conference met hod)角色扮演:(role playing)在职培训:(on-the-job training ,OJT)企业文化与组织进展企业文化:(corporate cultur e)组织进展:(organization de velopment,OD)调查反馈:(survey feedbac k)质量圈:(quality circles)目标治理:(management by objective,MBO)全面质量治理:(Total Qual ity Management,TQM)团队建设:(team building) 职业打算与进展职业:(career)职业打算:(career plannin g)职业道路:(career path)职业进展:(career develop ment)自我评判:(self-assessment) 职业动机:(career anchors) 绩效评判绩效评判:(Performance A ppraisal,PA)小组评判:(group appraisa l)业绩评定表:(rating scales method)关键事件法:(critical incid ent method)排列法:(ranking method) 平行比较法:(paired comp arison)硬性分布法:(forced distrib ution method)晕圈错误:(halo error)宽松:(leniency)严格:(strictness)反馈:(-degree feedback) 叙述法:(essay method)集中趋势:(central ten酬劳:(compensation) 直截了当经济酬劳:(direct financial compensation) 间接经济酬劳:(indirect fi nancial compensation)非经济酬劳:(no financial compensation)公平:(equity)外部公平:(external equity) 内部公平:(internal equity) 职员公平:(employee equit y)小组公平:(team equity)工资水平领先者:(pay lead ers)现行工资率:(going rate) 工资水平居后者:(pay foll owers)劳动力市场:(labor marke t)工作评判:(job evaluation) 排列法:(ranking method)分类法:(classification met hod)因素比较法:(factor compa rison method)评分法:(point method)海氏指示图表个人能力分析法:(Hay Guide Chart-pr ofile 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)福利和其它酬劳咨询题福利(间接经济补偿)职员股权打算:(employee stock ownership plan,ESO P)值班津贴:(shift differentia l)奖金:(incentive compensat ion)分红制:(profit sharing)安全与健康的工作环境频率:(frequency rate) 紧张:(stress)角色冲突:(role conflict) 催眠法:(hypnosis)酗酒:(alcoholism)职员和劳动关系工会:(union)地点工会:(local union)行业工会:(craft union)产业工会:(industrial unio n)全国工会:(national union) 谈判组:(bargaining union) 劳资谈判:(collective barga ining)仲裁:(arbitration)罢工:(strike)内部职员关系:(internal e mployee relations)纪律:(discipline)纪律处分:(disciplinary act ion)申诉:(grievance)降职:(demotion)调动:(transfer)晋升:(promotion行政秘书：(executive secretary)工作投入度：Work d evotion degrees后备人员：Reserve p ersonnel业务人员：Business personnel。
行业用语
行业用语猎头专用词汇1，猎头：Executive search，指针对高端职位、收费较高的猎头服务；headhunt，比较通俗的说法，香港和台湾公司喜欢用这种说法。
2，Consultant：顾问，在猎头公司顾问的工作通常是：为了完成客户的新职位而做职位和行业分析、search suitable candidates，面试，写推荐报告，安排客户面试，做背景调查报告、协助候选人办理离职和入职手续、收款。
3，Researcher：寻访员（研究员），协助顾问搜寻合适的候选人，打cc。
4，BD - business development，业务拓展，在猎头公司通常指开发新的客户公司。
5，CC - cold call：陌生电话。
在猎头公司，新入职的researcher通常需要为了某个职位打大量的cold call，用于了解行业信息、目标公司架构、搜寻合适候选人。
6，Candidate：候选人，为了客户的职位而搜寻的目标人选。
7，Position：职位，客户公司给猎头的公司的一个position通常叫一个case。
8，JD–job description：职位描述。
9，CV–curriculum vitae：简历, 个人履历。
和resume相比较，CV通常更加的详细（一般都要两页纸或以上），涵盖更加全面。
确切来说，CV应该是履历，而resume才是简历。
10，Title: 标题，头衔。
Position Title: 职位名称。
11，Band：级别。
经理级、总监级、副总等等。
12，Delivery：交付，交货；投递，传送。
在猎头公司指为客户推荐简历的整个过程，也特指推荐简历。
13，Case：案例或单子，一个案子。
在猎头公司通常指客户公司提供的一个需要搜寻的职位。
successful case成功案例，成功职位，在猎头公司指推荐的候选人上班并通过试用期、收回服务费的case。
14，Service fee或Service charge：服务费。
股权激励外文文献【中英对照】
外文文献原文The Diffusion of Equity Incentive Plans in Italian Listed Companies 1.INTRODUCTIONPast studies have brought to light the dissimilarities in the pay packages of managers in Anglo-Saxon countries as compared with other nations (e.g., Bebchuk, Fried and Walker, 2002; Cheffins and Thomas, 2004; Zattoni, 2007). In the UK and, above all in the US, remuneration encompasses a variety of components, and short and long term variable pay carries more weight than elsewhere (Conyon and Murphy, 2000). In other countries, however, fixed wages have always been the main ingredient in top managers’ pay schemes. Over time, variable short-term pay has become more substantial and the impact of fringe benefits has gradually grown. Notwithstanding, incentives linked to reaching medium to long-term company goals have never been widely used (Towers Perrin, 2000).In recent years, however, pay packages of managers have undergone an appreciable change as variable pay has increased considerably, even outside the US and the UK. In particular, managers in most countries have experienced an increase in the variable pay related to long-term goals. Within the context of this general trend toward medium and long-term incentives, there is a pronounced tendency to adopt plans involving stocks or stock options (Towers Perrin, 2000; 2005). The drivers of the diffusion of long term incentive plans seem to be some recent changes in the institutional and market environment at the local and global levels. Particularly important triggers of the convergence toward the US pay paradigm are both market oriented drivers, such as the evolving share ownership patterns or the internationalization of the labor market, and law-oriented drivers, such as corporate or tax regulation (Cheffins and Thomas, 2004). Driven by these changes in the institutional and market environment, we observe a global trend toward the “Americanization of international pay practices,〞characterized by high incentives and very lucrative compensation mechanisms (e.g., Cheffins, 2003; Cheffins andThomas, 2004).Ironically, the spread of the US pay paradigm around the world happens when it is hotly debated at home. In particular, the critics are concerned with both the level of executive compensation packages and the use of equity incentive plans (Cheffins and Thomas, 2004). Critics stressed that US top managers, and particularly the CEOs, receive very lucrative compensation packages. The ’80s and ’90s saw an increa sing disparity between CEO’s pay and that of rank-and-file workers. Thanks to this effect, their direct compensation has become a hundred times that of an average employee (Hall and Liebman, 1998). The main determinants of the increasing level of CEOs’ and executives’ compensation are annual bonuses and, above all, stock option grants (Conyon and Murphy, 2000). Stock option plans have recently been criticized by scholars and public opinion because they characteristically are too generous and symptomatic of a managerial extraction of the firm’s value (Bebchuk et al., 2002; Bebchuk and Fried, 2006).In light of these recent events and of the increased tendency to adopt equity incentive plans, this paper aims at understanding the reasons behind the dissemination of stock option and stock granting plans outside the US and the UK.The choice to investigate this phenomenon in Italy relies on the following arguments. First, the large majority of previous studies analyze the evolution of executive compensation and equity incentive plans in the US and, to a smaller extent, in the UK. Second, ownership structure and governance practices in continental European countries are substantially different from the ones in Anglo-Saxon countries. Third, continental European countries, and Italy in particular, almost ignored the use of these instruments until the end of the ’90s.Our goal is to compare the explanatory power of three competing views on the diffusion of equity incentive plans: 1) the optimal contracting view, which states that compensation packages are designed to minimize agency costs between managers and shareholders (Jensen and Murphy, 1990); 2) the rent extraction view, which states that powerful insiders may influence the pay process for their own benefit (Bebchuk et al., 2002); and 3) the perceived-cost view (Hall and Murphy, 2003), which states thatcompanies may favor some compensation schemes for their (supposed or real)cost advantages.To this purpose, we conducted an empirical study on the reasons why Italian listed companies adopted equity incentive plans since the end of the ’90s. To gain a deep understanding of the phenomenon, we collected data and information both on the evolution of the national institutional environment in the last decade and on the diffusion and the characteristics (i.e., technical aspects and objectives) of equity incentive plans adopted by Italian listed companies in 1999 and 2005. We used both logit models and difference-of-means statistical techniques to analyze data. Our results show that: 1) firm size, and not its ownership structure, is a determinant of the adoption of these instruments; 2) these plans are not extensively used to extract company value, although a few cases suggest this possibility; and 3) plans’ characteristics are consistent with the ones defined by tax law to receive special fiscal treatment.Our findings contribute to the development of the literature on both the rationales behind the spreading of equity incentive schemes and the diffusion of new governance practices. They show, in fact, that equity incentive plans have been primarily adopted to take advantage of large tax benefits, and that in some occasions they may have been used by controlling shareholders to extract company value at the expense of minority shareholders. In other words, our findings suggest that Italian listed companies adopted equity incentive plans to perform a subtle form of decoupling. On the one hand, they declared that plans were aimed to align shareholders’ and managers’ interests and in centive value creation. On the other hand, thanks to the lack of transparency and previous knowledge about these instruments, companies used these mechanisms to take advantage of tax benefits and sometimes also to distribute a large amount of value to some powerful individuals. These results support a symbolic perspective on corporate governance, according to which the introduction of equity incentive plans please stakeholders –for their implicit alignment of interests and incentive to value creation –without implying a substantive improvement of governance practices.2.Corporate Governance in Italian Listed CompaniesItalian companies are traditionally controlled by a large blockholder (Zattoni, 1999). Banks and other financial institutions do not own large shareholdings and do not exert a significant influence on governance of large companies, at least as far as they are able to repay their financial debt (Bianchi, Bianco and Enriques, 2001). Institutional investors usually play a marginal role because of their limited shareholding, their strict connections with Italian banks, and a regulatory environment that does not offer incentives for their activism. Finally, the stock market is relatively small and undeveloped, and the market for corporate control is almost absent (Bianco, 2001). In short, the Italian governance system can be described as a system of “weak managers, strong blockholders, and unprotected minority shareholders〞(Melis, 2000: 354).The board of directors is tra ditionally one tier, but a shareholders’ general meeting must appoint also a board of statutory auditors as well whose main task is to monitor the directors’ performance (Melis, 2000). Further, some studies published in the ’90s showed that the board of di rectors was under the relevant influence of large blockholders. Both inside and outside directors were in fact related to controlling shareholders by family or business ties (Melis, 1999;2000; Molteni, 1997).Consistent with this picture, fixed wages have been the main ingredient of top managers’ remuneration, and incentive schemes linked to reaching medium to long term company goals have never been widely used (Melis, 1999). Equity incentive schemes adopted by Italian companies issue stocks to all employees unconditionally for the purpose of improving the company atmosphere and stabilizing the share value on the Stock Exchange. Only very few can be compared with stock option plans in the true sense of the term. Even in this case, however, directors and top managers were rarely evaluated through stock returns, because of the supposed limited ability of the Italian stock market to measure firm’s performance (Melis, 1999).3.The Evolution of Italian Institutional ContextThe institutional context in Italy has evolved radically in the last decade, creatingthe possibility for the dissemination of equity incentive plans. The main changes regarded the development of commercial law, the introduction and updating of the code of good governance, the issue of some reports encouraging the use of equity incentive plans, and the evolution of the tax law (Zattoni, 2006).Concerning the national law and regulations, some reforms in the commercial law (1998, 2003, and 2005) and the introduction (1999) and update (2002) of the national code of good governance contributed to the improvement of the corporate governance of listed companies (Zattoni, 2006). Financial markets and corporate law reforms improved the efficiency of the Stock Exchange and created an institutional environment more favorable to institutional investors’ activism (Bianchi and Enriques, 2005). At the same time the introduction and update of the code of good governance contributed to the improvement of governance practices at the board level. These reforms did not produce an immediate effect on governance practices of Italian listed companies, although they contributed to improve, slowly and with some delay, their governance standards (Zattoni, 2006).Beyond the evolution of governance practices, some changes in the institutional environment directly affected the diffusion and the characteristics of equity incentive plans. Both the white paper of the Ministry of the Industry and Foreign Commerce and the code of good governance issued by the national Stock Exchange invited companies to implement equity incentive plans in order to develop a value creation culture in Italian companies. Furthermore, in 1997 fiscal regulations were enacted allowing a tax exemption on the shares received through an equity incentive plan. According to the new regulation, which took effect on January 1, 1998, issuance of new stocks to employees by an employer or another company belonging to the same group did not represent compensation in kind for income tax purposes (Autuori 2001). In the following years, the evolution of tax rules reduced the generous benefits associated with the use of equity incentive plans, but also the new rules continued to favor the dissemination of these plans.Driven by these changes in the institutional context, equity incentive plans became widely diffused among Italian listed companies at the end of the ’90s (Zattoni,2006). Ironically, the diffusion of these instruments – in Italy and in other countries, such as Germany (Bernhardt, 1999), Spain (Alvarez Perez and Neira Fontela, 2005), and Japan (Nagaoka, 2005) – took place when they were strongly debated in the US for their unpredicted consequences and the malpractices associated with their use (Bebchuk et al., 2002).4.The Rationales Explaining the Adoption of Equity Incentive PlansEquity incentive plans are a main component of executive compensation in the US. Their use is mostly founded on the argument that they give managers an incentive to act in the shareholders’interests by providing a direct link between their compensation and firm stock-price performance (Jensen and Murphy, 1990). Beyond that, equity incentive plans also have other positive features, as they may contribute to the attraction and retention of highly motivated employees, encourage beneficiaries to take risks, and reduce direct cash expenses for executive compensation (Hall and Murphy, 2003).Despite all their positive features, the use of equity incentive plans is increasingly debated in the US. In particular, critics question their presumed effectiveness in guaranteeing the alignment of executives’ and shareholders’ interests. They point out that these instruments may be adopted to fulfill other objectives, such as to extract value at shareholders expenses (e.g., Bebchuk and Fried, 2006), or even to achieve a (real or perceived) reduction in compensation costs (e.g., Murphy, 2002). In summary, the actual debate indicates that three different rationales may explain the dissemination and the specific features of equity incentive plans:1) the optimal contracting view (Jensen and Murphy,1990 );2) the rent extraction view (Bebchuk et al., 2002); and 3)the perceived-cost view (Hall and Murphy, 2003).According to the optimal contracting view, executive compensation packages are designed to minimize agency costs between top managers (agents) and shareholders (principals) (Jensen and Meckling, 1976). The boards of directors are effective governance mechanisms aimed at maximizing shareholder value and the topmanagement’s compensati on scheme is designed to serve this objective (Fama and Jensen, 1983). Providing managers with equity incentive plans may mitigate managerial self-interest by aligning the interests of managers and shareholders (Jensen and Meckling, 1976). Following the alignment rationale, equity incentives may improve firm performance, as managers are supposed to work for their own and shareholders’ benefit (Jensen and Murphy, 1990). In short, these instruments are designed to align the interests of managers with those of shareholders, and to motivate the former to pursue the creation of share value (Jensen and Murphy, 1990).4.1 the principle of equity incentiveManagers and shareholders is a delegate agency relationship managers operating in assets under management, shareholders entrusted. But in fact, in the agency relationship, the contract between the asymmetric information, shareholders and managers are not completely dependent on the manager's moral self-discipline. The pursuit of the goals of shareholders and managers is inconsistent. Shareholders want to maximize the equity value of its holdings of managers who want to maximize their own utility, so the "moral hazard" exists between the shareholders and managers, through incentive and restraint mechanisms to guide and limit the behavior of managers.In a different way of incentives, wages based on the manager's qualification conditions and company, the target performance of a predetermined relatively stable in a certain period of time, a very close relationship with the company's target performance. Bonuses generally super-goal performance assessment to determine the part of the revenue manager performance is closely related with the company's short-term performance, but with the company's long-term value of the relationship is not obvious, the manager for short-term financial indicators at the expense of the company long-term interests. But from the point of view of shareholders' investment, he was more concerned with long-term increase in the value of the company. Especially for growth-oriented companies, the value of the manager's more to reflect the increase in the company's long-term value, rather than just short-term financialindicators.In order to make the managers are concerned about the interests of shareholders need to make the pursuit of the interests of managers and shareholders as consistent as possible. In this regard, the equity incentive is a better solution. By making the manager holds an equity interest in a certain period of time, to enjoy the value-added benefits of equity risk in a certain way, and to a certain extent, you can make managers more concerned about the long-term value of the company in the business process. Equity incentive incentive and restraint to prevent short-term behavior of the manager, to guide its long-term behavior.4.2 Equity Incentive mode(1) The performance of stockRefers to a more reasonable performance targets at the beginning of the year, if the incentive object to the end to achieve the desired goal, the company granted a certain number of shares or to extract a reward fund to buy company stock. The flow of performance shares realized that usually have the time and number restrictions. Another performance of the stock in the operation and role relative to similar long-term incentive performance units and performance stock difference is that the performance shares granted stock, performance units granted cash.(2) stock optionsRefers to a company the right to grant incentive target incentive object can purchase a certain amount of the outstanding shares of the Company at a predetermined price within a specified period may be waived this right. The exercise of stock options have the time and limit the number of cash and the need to motivate the objects on their own expenditure for the exercise. Some of our listed companies in the application of virtual stock options are a combination of phantom stock and stock options, the Company granted incentive object is a virtual stock options, incentive objects rights, phantom stock.(3) virtual stockThat the company awarded the incentive target a virtual stock incentive objectswhich enjoy a certain amount of the right to dividends and stock appreciation gains, but not ownership, without voting rights, can not be transferred and sold, expire automatically when you leave the enterprise.(4) stock appreciation rightsMeans the incentive target of a right granted to the company's share price rose, the incentive object can be obtained through the exercise with the corresponding number of stock appreciation gains, the incentive objects do not have to pay cash for the exercise, exercise, get cash or the equivalent in shares of companies .(5) restricted stockRefers to the prior grant incentive target a certain number of company shares, but the source of the stock, selling, etc. There are some special restrictions, generally only when the incentive object to accomplish a specific goal (eg, profitability), the incentive target in order to sell restricted stock and benefit from it.(6) The deferred paymentRefers to a package of salary income plan designed to motivate object, which part of the equity incentive income, equity incentive income was issued, but according to the fair market value of the company's shares to be converted into the number of shares after a certain period of time, the form of company stock or when the stock market value in cash paid to the incentive target.(7) the operator / employee-ownedMeans the incentive target to hold a certain number of the company's stock, the stock is a free gift incentive target, or object of company subsidy incentives to buy, or incentive target is self-financed the purchase. Incentive objects can benefit from appreciation in the stock losses in the devaluation of the stock.(8)Management / employee acquisitionMeans to leverage financing to the company's management or all employees to purchase shares of the Company, to become shareholders of the Company and other shareholders of risk and profit sharing, to change the company's ownership structure, control over the structure and asset structure, to achieve ownership business.(9) The book value appreciation rightsDivided into specific buy and virtual two. Purchase type refers to the incentive target in the beginning of the period per share net asset value of the actual purchase of a certain number of shares, end of period value of the net assets per share at the end of the period and then sold back to the company. Virtual type incentive target in the beginning of the period without expenditure of funds granted by the Company on behalf of the incentive target a certain number of shares calculated at the end of the period, according to the increment of the net assets per share and the number of shares in the name of the proceeds to stimulate the object, and accordingly to incentive target payment in cash.外文文献译文股权鼓励方案在意大利上市公司扩散过去的研究提醒了管理者薪酬在盎格鲁撒克逊国家和其他国家相比的差异〔例如，贝舒克，弗莱德和瓦尔克，2002；柴芬斯和托马斯，2004；萨特尼，2007〕。
关于工作报酬和福利的英语
关于工作报酬和福利的英语英文回答：Compensation and Benefits.Compensation and benefits are essential components of any employment relationship. Compensation includes allforms of payment to employees for their work, such as wages, salaries, bonuses, and commissions. Benefits are non-monetary forms of compensation, such as health insurance, retirement plans, and paid time off.There are several key considerations when it comes to compensation and benefits. These include:Fairness: Compensation and benefits should be fair and equitable, both internally within the organization and externally compared to similar positions in the market.Competitiveness: Compensation and benefits packagesshould be competitive in order to attract and retain top talent.Cost: Organizations need to carefully consider the cost of compensation and benefits when determining their overall compensation strategy.Flexibility: Compensation and benefits packages should be flexible to accommodate the needs of individual employees and the changing demands of the business.Compliance: Compensation and benefits plans must comply with applicable laws and regulations.There are a variety of different compensation and benefit structures that organizations can use. These include:Base pay: This is the fixed amount of compensationthat an employee receives for their work.Variable pay: This is compensation that is tied toperformance or other factors, such as bonuses and commissions.Benefits: These are non-monetary forms of compensation, such as health insurance, retirement plans, and paid time off.Perquisites: These are special privileges or benefits that are granted to certain employees, such as company cars or executive bonuses.The mix of compensation and benefits that anorganization offers will vary depending on a number of factors, such as the industry, the size of the company, and the specific needs of the employees.中文回答：工作报酬和福利。
(全篇)高级管理层薪酬政策英文版
（全篇）高级管理层薪酬政策英文版Document Title: Executive Compensation PolicyIntroductionThis document outlines the organization's executive compensation policy, which is designed to attract and retain top talent in senior management positions.ObjectivesThe main objectives of the executive compensation policy are to align executive pay with company performance, incentivize executives to achieve strategic goals, and ensure competitive compensation within the industry.Components of Executive Compensation1. Base Salary: The fixed component of executive compensation that reflects the executive's responsibilities and experience.2. Annual Bonus: A performance-based bonus tied to achieving individual and company goals.3. Long-Term Incentives: Equity-based compensation, such as stock options or restricted stock units, to align executive interests with shareholder value.4. Benefits and Perks: Additional benefits, such as health insurance, retirement plans, and executive perks, to enhance the overall compensation package.Performance MetricsExecutive compensation is tied to key performance indicators (KPIs) such as revenue growth, profitability, market share, and customer satisfaction. Executives are evaluated annually based on their performance against these metrics.Governance and OversightThe board of directors, compensation committee, and external consultants play a critical role in overseeing executive compensation. They ensure that compensation packages are fair, transparent, and in line with industry standards.Transparency and CommunicationIt is important to communicate the executive compensation policy to all stakeholders, including employees, shareholders, and the public. Transparency builds trust and confidence in the organization's governance practices.Compliance and RegulationsThe executive compensation policy complies with all relevant laws, regulations, and best practices to avoid any legal complications or controversies.ConclusionThe executive compensation policy is a key tool for attracting, motivating, and retaining top talent in senior management positions. By aligning executive pay with company performance and strategic goals, the organization can drive long-term success and shareholder value.。
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Deciding the Allocation of Rewards
Conditions for Successful Team Incentives
Gainsharing
• Gainsharing
– The sharing with employees of greater-thanexpected gains in productivity. – Alternatives for rewards distribution:
Profit-Sharing Plan Framework Choices
Employee Stock Ownership Plans (ESOPs)
• • Employee Stock Ownership Plans – A plan whereby employees gain stock ownership in the organization for which they work. ESOP Advantages – Favorable tax treatment for ESOP earnings – Employees motivated by ownership in the firm ESOP Disadvantages – Retirement benefit is tied to the firm’s performance – Management tool to fend off hostile takeover attempts.
Why Organizations Establish Team Pay Plans
Group/Team-Based Variable Pay
Determining Individual Rewards Distributing Team Incentives
Timing of Team Incentives
• • • • A flat amount for all employees Same percentage of base salary for all employees Percentage of the gains by category of employees A percentage based on individual performance against measures
•
U.S. CEO Remuneration
Executive Compensation Components
Common Executive Perks
Arguments in the Executive Pay Debate
Service Pay Systems
Time spent is the primary measure of employee contribution Length of service is the primary differentiating factor among people. Contributions are recognized through different amounts of base pay. Apportioning rewards based on individual performance is considered to be divisive.
Variable Pay and Executive Compensation
Variable Pay: Incentives for Performance
Variable Pay Systems
Some jobs contribute more to the organization than others. Some people perform better than others. Employees who perform better should receive more compensation. A portion of some employees’ total compensation should be contingent on performance.
– Wages are determined by multiplying the number of pieces produced by the piece rate for one unit.
• Differential Piece-Rate Systems
– Employees are paid one piece-rate for units produced up to a standard output and a higher piece-rate wage for units produced over the standard.
Profit Sharing
• Profit Sharing – A system to distribute a portion of the profits of the organization to employees. – Primary objectives: • Improve productivity • Recruit or retain employees • Improve product/service quality • Improve employee morale – Drawbacks • Disclosure of financial information • Variability of profits from year to year • Profit results not strongly tied to employee efforts
Bonuses and Special Incentive Programs
• Bonus – A one-time payment that does not become part of the employee’s base pay. • Awards – Cash or merchandise used as an incentive reward. • Recognition Awards – Recognition of individuals for their performance or service to customers in areas targeted by the firm. • Service Awards – Rewards to employees for lengthy service with an organization.
Is the plan being administered properly?
Factors for Successful Variable Pay Plans
Individual Incentives
Identification of Individual Performance Indedual Incentive Pay Plans
Individualism Stressed in Organizational Culture Individual Competitiveness Desired
Piece-Rate Systems
• Straight Piece-Rate Systems
Sources of Bonuses
Different Bases for Sales Incentives, In Order of Use
Sales Compensation Plans
• Salary Only – All compensation is paid as a base wage with no incentives. • Commission – Straight Commission • Compensation is computed as a percentage of sales in units or dollars. • Draw system make advance payments against future commissions to salesperson. – Salary Plus Commission or Bonus • Compensation is part salary for income stability and part commission for incentive.
Types of Variable Pay Plans
Factors Affecting Variable Pay Plans
Does the plan fit the organization?
Variable Pay Plan Success
Are the right behaviors encouraged by the plan?