薪酬管理翻译
人力资源管理英语词汇
以下是一些与人力资源管理相关的英语词汇，附带对应的中文翻译：1. Human Resources (HR) - 人力资源2. Talent Acquisition - 人才招聘3. Recruitment - 招聘4. Onboarding - 入职培训5. Offboarding - 离职管理6. Job Analysis - 岗位分析7. Job Description - 岗位描述8. Job Specification - 岗位规格9. Compensation and Benefits - 薪酬与福利10. Employee Engagement - 员工参与11. Performance Appraisal - 绩效评估12. Performance Management - 绩效管理13. Employee Training and Development - 员工培训与发展14. Succession Planning - 继任计划15. Career Development - 职业发展16. Workforce Planning - 劳动力规划17. Employee Relations - 员工关系18. Employee Satisfaction - 员工满意度19. Diversity and Inclusion - 多元化与包容性20. Employee Retention - 员工保留21. HR Policies - 人力资源政策22. Labor Law - 劳动法23. Equal Employment Opportunity (EEO) - 平等就业机会24. Workplace Safety - 工作场所安全25. Employee Handbook - 员工手册26. Staffing - 人员配置27. Job Evaluation - 岗位评估28. Work-life Balance - 工作与生活平衡29. Flexible Work Arrangements - 弹性工作安排30. Employee Recognition - 员工认可31. Grievance Handling - 申诉处理32. HR Metrics - 人力资源指标33. HRIS (Human Resources Information System) - 人力资源信息系统34. Wellness Programs - 健康管理项目35. Employee Benefits Package - 员工福利计划36. Employee Assistance Program (EAP) - 员工援助计划37. Conflict Resolution - 冲突解决38. HR Compliance - 人力资源合规39. Job Rotation - 岗位轮换40. Organizational Culture - 组织文化41. HR Audit - 人力资源审计42. Employer Branding - 雇主品牌塑造43. HR Strategy - 人力资源战略44. Collective Bargaining - 集体谈判45. Inclusive Hiring - 包容性招聘46. Recruitment Metrics - 招聘指标47. HR Analytics - 人力资源分析48. Remote Work Policies - 远程工作政策49. Diversity Training - 多元化培训50. Exit Interviews - 离职面谈51. Workforce Diversity - 劳动力多样性52. Flexible Spending Account (FSA) - 弹性支出账户53. Health Savings Account (HSA) - 健康储蓄账户54. COBRA (Consolidated Omnibus Budget Reconciliation Act) - 库布里克法案（美国医疗保险法）55. Furlough - 临时休假56. Talent Management - 人才管理57. Labor Relations - 劳资关系58. Absence Management - 缺勤管理59. Employee Benefits Specialist - 员工福利专员60. HR Consulting - 人力资源咨询61. HR Specialist - 人力资源专员62. HR Generalist - 人力资源综合专员63. HR Manager - 人力资源经理64. HR Director - 人力资源总监65. HR Coordinator - 人力资源协调员66. Recruiter - 招聘专员67. Headhunter - 猎头68. Compensation Analyst - 薪酬分析师69. Workplace Harassment Training - 工作场所骚扰培训70. Employee Privacy Policy - 员工隐私政策71. HR Outsourcing - 人力资源外包72. HR Technology - 人力资源科技73. HR Software - 人力资源软件74. HR Best Practices - 人力资源最佳实践这些词汇涵盖了人力资源管理领域的关键概念，有助于理解和应用相关术语。
薪酬管理 专业术语及英文翻译
第一章薪酬管理总论报酬reward薪酬compensation总薪酬total compensation薪酬管理compensation administration直接薪酬direct compensation间接薪酬indirect compensation基本薪酬basic pay可变薪酬variable pay员工福利employee benefit人力资源管理human resource management第二章战略性薪酬管理经营战略business strategy竞争战略competition strategy战略性薪酬管理strategic compensation administration全面薪酬战略total compensation strategy全面报酬战略total reward strategy第三章职位薪酬体系与职位评价职位薪酬job-based pay职位分析job analysis职位描述job description职位规范job specification职位评价job evaluation报酬要素compensable factor排序法ranking method分类法classification method要素计点法point -factor method职位结构job structure要素比较法factor comparison method第四章技能和能力薪酬体系深度技能depth skill广度技能breadth skill工作设计job design技能等级skill level技能认证skill certification技能薪酬体系skill-based pay system胜任能力competency胜任能力模型competency model能力薪酬competency-based pay第五章薪酬水平及其外部竞争性薪酬水平pay level外部竞争性external competitiveness薪酬领袖政策lead policy市场追随政策match policy拖后政策lag policy混合政策hybrid policy劳动力市场labor market薪酬调查total compensation survey工作搜寻理论job search theory信号模型理论signaling theory补偿性工资差别理论compensating differentials theory 效率工资理论efficiency wage theory保留工资理论reservation wage theory第六章薪酬结构设计薪酬结构pay structure薪酬内部一致性internal consistency薪酬区间中值midpoint of grade薪酬比较比率compa-ratio薪酬区间渗透度range penetration薪酬区间叠幅range overlap薪酬中值极差midpoint difference宽带型薪酬结构broad-banding structure薪酬变动范围(区间）salary range第七章绩效奖励与认可计划利润分享计划profit sharing plans收益分享计划gain sharing plans成功分享计划success sharing plans股票所有权计划stock owns plans标准工时计划standard hour plan员工持股计划ESOP绩效加薪merit pay一次性奖金lump sum bonus绩效奖励计划pay for performance plans个人绩效奖励计划individual incentive plans群体绩效奖励计划group incentive plans提案建议制度suggestion system特殊绩效认可计划special performance recognizing plans 直接计件工资计划straight piece rate plan差额计件工资计划differential piece rate plan第八章员工福利管理员工福利employee benefit法定社会保险social insurance养老保险pension benefit失业保险unemployment insurance医疗保险medical insurance工伤保险injury insurance员工服务福利employee services弹性福利计划flexible benefit plans福利规划benefit planning福利沟通benefit communication生育保险maternity insurance福利管理benefit administration生育保险maternity insurance福利管理benefit administration企业补充养老金计划complementary pension plans团体人寿保险计划group life insurance plans健康医疗保险计划health care insurance plans第九章特殊员工群体的薪酬管理特殊员工群体special groups销售人员sales force专业技术人员professionals外派员工expatriate管理人员manager佣金制commission system成熟曲线maturity curve双重职业发展通道dual career path第十章薪酬预算、控制与沟通薪酬预算total compensation budget宏观接近法macro-approach method微观接近法micro-approach method薪酬控制compensation control薪酬沟通compensation communication。
薪酬管理外文文献翻译
薪酬管理外文文献翻译The existence of an agency problem in a corporation due to the separation of ownership and control has been widely studied in literatures. This paper examines the effects of management compensation schemes on corporate investment decisions. This paper is significant because it helps to understand the relationship between them. This understandings allow the design of an optimal management compensation scheme to induce the manager to act towards the goals and best interests of the company. Grossman and Hart (1983) investigate the principal agency problem. Since the actions of the agent are unobservable and the first best course of actions can not be achieved, Grossman and Hart show that optimal management compensation scheme should be adopted to induce the manager to choose the second best course of actions. Besides management compensation schemes, other means to alleviate the agency problems are also explored. Fama and Jensen (1983) suggest two ways for reducing the agency problem: competitive market mechanisms and direct contractual provisions. Manne (1965) argues that a market mechanism such as the threat of a takeover provided by the market can be used for corporate control. "Ex-post settling up" by the managerial labour market can also discipline managers and induce them to pursue the interests of shareholders. Fama (1980) shows that if managerial labour markets function properly, and if the deviation of the firm's actual performancefrom stockholders' optimum is settled up in managers' compensation, then the agency cost will be fully borne by the agent (manager).The theoretical arguments of Jensen and Meckling (1976) and Haugen and Senbet (1981), and empirical evidence of Amihud andLev (1981), Walking and Long (1984), Agrawal and Mandelker (1985), andBenston (1985), among others, suggest that managers' holding of common stock and stock options have an important effect on managerial incentives. For example, Benston finds that changes in the value of managers' stock holdings are larger than their annual employment income. Agrawal and Mandelker find that executive security holdings have a role in reducing agency problems. This implies that the share holdings and stock options of the managers are likely to affect the corporate investment decisions. A typical management scheme consists of flat salary, bonus payment and stock options. However, the studies, so far, only provide links between the stock options and corporate investment decisions. There are few evidences that the compensation schemes may have impacts on thecorporate investment decisions. This paper aims to provide a theoretical framework to study the effects of management compensation schemes on the corporate investment decisions. Assuming that the compensation schemes consist of flat salary, bonus payment, and stock options, I first examine the effects of alternative compensation schemes on corporate investment decisions under all-equity financing. Secondly, I examine the issue in a setting where a firm relies on debt financing. Briefly speaking, the findings are consistent with Amihud and Lev's results.Managers who have high shareholdings and rewarded by intensive profit sharing ratio tend to underinvest.However, the underinvestment problem can be mitigated by increasing the financial leverage. The remainder of this paper is organised as follows. Section II presents the model. Section HI discusses the managerial incentives under all-equity financing. Section IV examines the managerial incentives under debt financing. Section V discusses the empirical implications and presents the conclusions of the study.I consider a three-date two-period model. At time t0, a firm is established and goes public. There are now two kinds of owners in the firm, namely, the controlling shareholder and the atomistic shareholders. The proceeds from initial public offering are invested in some risky assets which generate an intermediate earnings, I, at t,. At the beginning, the firm also decides its financial structure. A manager is also hired to operate the firm at this time. The manager is entitled to hold a fraction of the firm's common stocks and stock options, a (where0<a<l), at the beginning of the first period. At time t,, the firm receives intermediate earnings, denoted by I, from the initial asset. At the same time, a new project investment is available to the firm. For simplicity, the model assumes that the firm needs all the intermediate earnings, I, to invest in the new project. If the project is accepted at t,, it produces a stochastic earnings Y in t2, such that Y={I+X, I-X}, with Prob[Y=I+X] = p and Prob[Y=I-X] = 1-p, respectively. The probability, p, is a uniform density function with an interval rangedfrom 0 to 1. Initially, the model also assumes that the net earnings, X, is less than initial investment, I. This assumption is reasonable since most of the investment can not earn a more than 100% rate of return. Later, this assumption is relaxed to investigate the effect of the extraordinarily profitable investment on the results. For simplicity, It is also assumed that there is no time value for the money and no dividend will be paid before t2. If the project is rejected at t,, the intermediate earnings, I, will be kept in the firm and its value at t2 will be equal to I. Effects of Management Compensation Schemes on Corporate Investment Decision Overinvestment versus UnderinvestmentA risk neutral investor should invest in a new project if it generates a positiexpected payoff. If the payoff is normally or symmetrically distributed, tinvestor should invest whenever the probability of making a positive earninggreater than 0.5. The minimum level of probability for making an investment the neutral investor is known as the cut-off probability. The project will generzero expected payoff at a cut-off probability. If the investor invests only in tprojects with the cut-off probability greater than 0.5, then the investor tendsinvest in the less risky projects and this is known as the underinvestment. Ifinvestor invests the projects with a cut-off probability less than 0.5, then tinvestor tends to invest in more risky projects and this is known as thoverinvestment. In the paper, it is assumed that the atomistic shareholders risk neutral, the manager and controlling shareholder are risk averse.It has been argued that risk-reduction activities are considered as managerial perquisites in the context of the agency cost model. Managers tend to engage in these risk-reduction activities to decrease their largely undiversifiable "employment risk" (Amihud and Lev 1981). The finding in this paper is consistent with Amihud and Lev's empirical result. Managers tend to underinvest when they have higher shareholdings and larger profit sharing percentage. This result is independent of the level of debt financing. Although the paper can not predict themanager's action when he has a large profit sharing percentage and the profit cashflow has high variance (X > I), it shows that the manager with high shareholding will underinvest in the project. This is inconsistent with the best interests of the atomistic shareholders. However, the underinvestment problem can be mitigated by increasing the financial leverage.The results and findings in this paper provides several testable hypotheses forfuture research. If the managers underinvest in the projects, the company willunderperform in long run. Thus the earnings can be used as a proxy forunderinvestment, and a negative relationship between earningsandmanagement shareholdings, stock options or profit sharing ratiois expected.As theunderinvestment problem can be alleviated by increasing the financialleverage, a positiverelationship between earnings and financial leverage isexpected.在一个公司由于所有权和控制权的分离的代理问题存在的文献中得到了广泛的研究。
薪酬管理体系中英文对照外文翻译文献
薪酬管理体系中英文对照外文翻译文献XXX people。
XXX enterprise management。
as it has a XXX attract。
retain。
and motivate employees。
particularly key talent。
As such。
it has XXX。
retain。
objective。
XXX on the design of salary XXX.2 The Importance of Salary System DesignThe design of a salary system is XXX's success。
An effective salary system can help attract and retain employees。
XXX。
XXX them to perform at their best。
In contrast。
a poorly designed salary system can lead to employee n and XXX。
which can XXX.To design an effective salary system。
XXX factors。
including the industry。
the enterprise's size and stage of development。
and the specific needs and goals of the XXX。
XXX.3 XXXXXX。
XXX incentives can help align the XXX with those of the enterprise and its shareholders。
XXX to perform at their best.When designing equity incentives。
人力资源管理薪酬管理中英文对照外文翻译文献
人力资源管理薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Payment managementSince the end of the 20th century, the emerging new economy of the modern enterprise human resources management, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The value of expertise was recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by-side human capital in the industry, the financial capital in 1997. All these have business or pay Management will bring fundamental changes, which are mainly embodied in the following aspects abuse.Integration in the global economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain competitive advantage in key elements. So talent competition will be on a global scale by launching more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All competitors had to pay is higher than the average market price of the salaries, resulting in human resources rolling rising prices. Echoing this, the profit distribution pattern will have a tremendous transformation, knowledge - has value, personnel labor is the voice of increasingly strong gains will be more widely shared and not overly concentrated. Organization of human resources must take a more serious attitude and generous to pay greater human capital investment.Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional working practices will be at a higher level, pay to reflect moreknowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains the rules will be more complicated. "disinter grate" phenomenon will become more common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than principles of economics will play a more important role. Based mainly in the mental age of the knowledge economy, the pay is not purely economics calculation. And even more importantly is the psychology. The meaning will pay more attention to the value rather than the economic value.To stock options as the main form of capital allocation in the future people pay the proportion will continue to expand. And become dominant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.Online evaluation and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technological development, people's work patterns, staff and the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part of the corporate bandwagon. Online assessment and on-line payment will be widely used many enterprises.The meaning of compensation and compensation managementSalaries and pay the content management Compensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration. Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of theelements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.The influence factors of Compensation management Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four following factors.(1)External environment factorsImpacting compensation management to the external environment factors including:①Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.②Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments for employees of these social changes.③Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.④Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact, therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.(2)Organization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.(3)Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on. (4)Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, personality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.The structure, quality and function of compensation, and the motivation theory of compensation .The structure, quality and function of compensationThe structure of compensation Compensation is a complex economic and social phenomenon from different angles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation. (1) Internal compensation Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.(2) External compensationExternal compensation means enterprises according tothe staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms: ① Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basi c compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff. ②Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content. ③Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, t he provision of free or low-priced canteens bathhouse, clubs, and so on.④Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and job characteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies. According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work payand outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.The quality and function of compensation.(1)The quality of compensationPay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation. From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.(2)The function of compensation The function of compensation may from the enterprises, workers and social aspects to inspect: ①From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor byenterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consi stent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships. ②From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff. ③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will be willing to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resourcesreasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.The Motivation theory of compensation Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject. The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation. Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivationhow is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation. At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Hierarchy of Needs TheoryMaslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theorysimple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively, it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivationExpectancy theory of motivation is proposed by Fulumu(V. H. Vroom) who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve a certain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency. From the point of view of psychological, Expectancy theory of motivation has three specific psychology relation:First, Effort-performance linkage refers to the perception of individuals through efforts to achieve the desired performance tarts possibility. Second, Performance-reward linkage is a person through a certain level of the efforts to achieve the desired level of pay determined.Finally, Reward attractiveness shows the achievement of the expected results or remuneration received by the individual concerned how much importance. As enterprise managers, Expectancy theory of motivation provides such a management way: every employees in the three psychological linked to the drive, the choice and tropism usually through the four steps :First, the work brings what results to the staff.Second, the results has how much more attractive to the staff.Third, achieve this result, what need to do by the staff.Fourth, From the point of view of staff, achieve such a result needs how much probability of success.Nanjing DE valve factory the problems and causes of compensation management and the analysis of problemCompensation system lack of strategic thinkingIn the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform ofenterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.The illogicality structure of compensation, with the disjoint of market level Due to the inference of traditional structure and the traditional concept,the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a bigresistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.The re-engineering of compensation management system Nanjing DE valve factory .The ideas of design of compensation system in Nanjing DE valve factory Through the design of compensation in Nanjing DE valve factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system. During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.The compensation of production quality piecework system of frontline staff(1)Basic ideas There are 195 front-line workers in the factory, such as latheman, miller, planer, grinder, locksmith and so on, their compensation carry out The compensation of piecework system. Compensation qualitypiecework system is designing for the operation staff, operation staff workload can be directly calculated. Therefore it can use the work measure to account their wages. The compensation of piecework system is that in accordance with the quantity production of qualified products or the volume of completed work by staff, according to a prescribed price calculation piece of a kind of compensation.(2) The structure of compensationIts calculation : The compensation of piecework of frontline production staff per month= The compensation of posts standard ×The completion rate of target output × The completion rate of target cost ×quality coefficient + skills wages + allowance. On one hand, take the compensation of posts standard to maintain the basic completion; On the other hand, the employees revenue linked to the personal performance appraisal. Of which: The completion rate of target output target completion rate = actual output of the month / target yield of the month × 100% The completion rate of target cost = actual cost of the month / target cost of the month × 100% Actual cost = the cost of raw materials +the dynamic power of electric power + wages and the cost surcharge + depreciation + other costs. Quality coefficient: its benchmark value is 1, every workshop section for quality records per day, According to the quality coefficient of assess standard to add or button at the end of month, and gain the quality coefficient of the month. Quality coefficien t = 1.00 – the withheld coefficient of the month + the increase coefficient of the month①Established the compensation standards of posts According to the post of technical difficulty, and intensity of work, working conditions and responsibilities for the size to determine the level posts, different levels to determine the different of the compensation standards of posts. ②Determine the compensation of skills The compensation of skills through technical levels to identify and technical level by the technical assessment results to determine. Under the results of technical evaluation, it will be divided into five technical grade. ③Determination the allowances of postsThe monitor and the teacher is。
薪酬管理外文翻译--薪酬为效益而支付？政府章程和薪酬之间的关系
中文5367字本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录摘要 (1)1 简介 (2)2SEC所公布的薪酬规则以及在162(m)章程中的I.R.C部分 (5)3数据的收集 (6)5 CEO的薪酬对股东所产生的影响 (6)6持有人和股东的目标 (8)7结论 (9)薪酬为效益而支付？政府章程和薪酬之间的关系出处：Journal of Financial Economics 62 (2001) 453–488摘要SEC 组织要求公开国会在1992～1993年间所制定的关于收入超过一百万美元薪酬的人员的税收决议, 即关于国内税中的税收代码为162(m)的税收的决议。
我们在审查这些因章程的改变其薪酬结构也会发生变化的大小样本企业的证据时发现: 许多百万美元的企业都以减少了员工的薪酬来回应162(m)政策，同时发现，企业员工薪酬的增长率也普遍下降了。
不仅如此，在1993年，企业的许多岗位也受到了该章程的影响。
我们进一步发现，在1993年后，许多企业的奖金和总薪酬对股票的收益越来越敏感了。
我们还发现：我们对其他的控制因素一旦影响了CEO们的工作热情，CEO对其财富的担心也会对企业的其他股东的财富产生影响。
资料显示：那些收入处于在一百万美元附近或者高于一百万美元薪酬的CEO在1993～1996年间对章程的敏感性有增长的趋势。
总之, 我们的研究结果显示, 一些企业会以减少了薪金来回应162(m)章程的出台。
更加重要地是, 当企业受到了162(m)的影响，CEO的那些与企业效益相关的年薪所受到的影响也会随之增加。
关键词：CEO报酬，规章，合同，公司治理1简介CEO的薪酬最近常被公众和学术研究者进行评论，评论的焦点集中在：CEO 的薪酬和公司的业绩没有直接挂钩。
像在1999年2月25 日, 政府委员会主席阿伦・Greenspan在国会的讲话就批评了当前的薪酬水平在正常的货币供给水平之外。
薪酬管理 外文翻译
本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1薪酬管理的涵义与内容 (1)1.1 薪酬管理的涵义 (1)1.2 薪酬管理的内容 (1)2薪酬管理的历史考察 (3)2.1 专制阶段 (3)2.2 “温情主义”阶段 (3)2.3 科学管理阶段 (3)2.4 现代管理阶段 (4)3薪酬管理的发展趋势 (6)3.1 企业人力成本将逐步上升 (6)3.2 薪酬制度的依据将更多地反映市场而不是工作本身的价值 (6)3.3 薪酬福利设计更富弹性并走向多轨化 (6)3.4 薪酬分配形式由货币主导型向资本主导型过渡 (6)3.5 薪酬支付方式将呈现多样化 (7)1 Management salaries of the meaning and content (8)1.1 Salary Management meaning (8)1.2 Content of salary management (8)2 Salary management historical inspection (11)2.1 Despotic stage (11)2.2 "Paternalism" stage (11)2.3 Scientific management stage (12)2.4 Modern Management stage (12)3 Salary management development tendency (14)3.1 The enterprise manpower cost gradually will rise (14)3.2 The salary system basis more will reflect the market but will not be works itselfvalue (14)3.3 A salary welfare design richer elasticity and moves towards the multi-axles (15)3.4 Salary assignment form by currency leadership to capital leadership transition (15)3.5 The salary payment way will present the diversification (15)1 薪酬管理的涵义与内容1.1薪酬管理的涵义企业的薪酬管理，就是企业管理者对本企业员工报酬的支付标准、发放水平、要素结构进行确定、分配和调整的过程。
各种职位的英文翻译
各种职位的英文翻译 IMB standardization office【IMB 5AB- IMBK 08- IMB 2C】各种职位的英文翻译qa是英文quality assurance 的简称，中文含义是质量保证；qc是英文quality control的简称，中文含义是质量控制。
IPQC是过程检验工程师 JQE是品质工程师 DQA是设计品保工程师 SQE供货商管理工程师 Administration(行政部分） Administrative Director 行政主管 File Clerk 档案管理员 Executive Assistant 行政助理 Office Manager 办公室经理 Executive Secretary 行政秘书 Receptionist 接待员 General Office Clerk 办公室文员 Secretary 秘书 Inventory Control Analyst 存货控制分析 Staff Assistant 助理 Mail Room Supervisor 信件中心管理员 Stenographer 速记员 Order Entry Clerk 订单输入文员 Telephone Operator 电话操作员 Shipping/Receiving Expediter 收发督导员 Ticket Agent 票务代理 Vice-President of Administration 行政副总裁 Typist 打字员 Executive and Managerial(管理部分) Retail Store Manager 零售店经理 Food Service Manager 食品服务经理 Executive Marketing Director 市场行政总监 HMO Administrator 医疗保险管理 Assistant Store Manager 商店经理助理 Operations Manager 操作经理 Assistant Vice-President 副总裁助理 Production Manager 生产经理 Chief Executive Officer(CEO) 首席执行官 Property Manager 房地产经理 Chief Operations Officer(COO) 首席运营官 Branch Manager 部门经理Controller(International) 国际监管 Claims Examiner 主考官 Director of Operations 运营总监 Controller(General) 管理员 Field Assurance Coordinator 土地担保协调员 General Manager 总经理 Management Consultant 管理顾问 District Manager 市区经理 Hospital Administrator 医院管理 President 总统 Import/Export Manager 进出口经理 Product Manager 产品经理 Insurance Claims Controller 保险认领管理员 Program Manager 程序管理经理 Insurance Coordinator 保险协调员 Project Manager 项目经理 Inventory Control Manager 库存管理经理 Regional Manager 区域经理 Manager(Non-Profit and Charities) 非盈利性慈善机构管理 Service Manager 服务经理 Manufacturing Manager 制造业经理 Vending Manager 售买经理 Telecommunications Manager 电信业经理 Vice-President 副总裁 Transportation Manager 运输经理 Warehouse Manager 仓库经理 Education and Library Science(教育部分) Daycare Worker 保育员 ESL Teacher 第二外语教师 Developmental Educator 发展教育家 Head Teacher 高级教师 Foreign Language Teacher 外语教师 Librarian 图书管理员 Guidance Counselor 指导顾问 Music Teacher 音乐教师 Library Technician 图书管理员 Nanny 保姆 Physical Education Teacher 物理教师 Principal 校长 School Psychologist 心理咨询教师 Teacher 教师 Special Needs Educator 特种教育家 Teacher Aide 助理教师 Art Instructor 艺术教师 Computer Teacher 计算机教师 College Professor 大学教授 Coach 教练员 Assistant Dean of Students 助理训导长 Archivist 案卷保管员Vocational Counselor 职业顾问 Tutor 家教、辅导教师 Auditor 审计师 Accountant 会计员，会计师 Administration Assistant 行政助理 Administrator 行政主管 Assistant Manager 副经理 Assistant Production Manager 副厂长 Business Manager 业务经理Cashier 出纳员 Chief Accountant 总会计主任 Chief Engineer 总工程师 Civil Engineer 土木工程师 Clerk 文员（文书） Director 董事 Electrical Engineer 电气工程师 Executive Director 行政董事 Executive Secretary 行政秘书 Financial Controller 财务总监Foreman 领班，组长 General manager 总经理 Junior clerk 低级文员（低级职员） Manager 经理 Marketing Executive 市场部主任 Marketing Manager 市场部经理 Marketing Officer 市场部办公室主任 Mechanical Engineer 机械工程师 Merchandiser 买手（商人） Messenger 信差（邮递员） Office Assistant 写字楼助理（办事员） Plant Manager 厂长 Production Manager 厂长Quality Controller 品质控制员（质量检查员） Receptionist 接线生（接线员） Sales Engineer 销售工程师 Sales Executive 销售主任 Sales Manager 销售经理 Sales Representative 营业代表 Salesman 推销员 Secretary 秘书 Senior Clerk 高级文员（高级职员） Skilled Worker 熟练技工 Sub-Manager 副经理 Supervisor 主管 Surveyor 测量员 Telex Operator 电传机操作员Translator 翻译员 Typist 打字员AND SALES(市场与销售部分)Vice-President of Sales 销售副总裁Senior Customer Manager 高级客户经理Sales Manager 销售经理Regional Sales Manager 地区销售经理Procurement Manager 采购经理 Procurement Agency 采购代办所Sales Assistant 销售助理Wholesale Buyer 批发采购员Tele-Interviewer 电话调查员Real Estate Appraiser 房地产评估师Marketing Consultant 市场顾问Marketing and Sales Director 市场与销售总监Market Research Analyst 市场调查分析员Manufacturer’s Representative 厂家代表Director of Subsidiary Rights 分公司权利总监Sales Representative 销售代表Assistant Customer Executive 客户管理助理Marketing Intern 市场实习Marketing Director 市场总监Insurance Agent 保险代理人Customer Manager 客户经理Vice-President of Marketing 市场副总裁Regional Customer Manager 地区客户经理Sales Administrator 销售主管Telemarketing Director 电话销售总监Telemarketer 电话销售员Sales Executive 销售执行者Marketing Assistant 市场助理Retail Buyer 零售采购员Real Estate Manager 房地产经理Real Estate Broker 房地产经纪人Purchasing Agent 采购代理Product Developer 产品开发Marketing Manager 市场经理Advertising Coordinator 广告协调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表AND MATHEMATICS(计算机部分)Manager of Network Administration 网络管理经理MIS Manager 电脑部经理Project Manager 项目经理Technical Engineer 技术工程师Developmental Engineer 开发工程师Systems Programmer 系统程序员Administrator 局域网管理员Operations Analyst 操作分析Computer Operator 电脑操作员Product Support Manager 产品支持经理Computer Operations Supervisor 电脑操作主管Director of Information Services 信息服务主管Systems Engineer 系统工程师Hardware Engineer 硬件工程师Applications Programmer 应用软件程序员Information Analyst 信息分析LAN Systems Analyst 系统分析Statistician 统计员RESOURCES（人力资源部分）Director of Human Resources 人力资源总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬经理Employment Consultant 招募顾问Facility Manager 后勤经理Job Placement Officer 人员配置专员Labor Relations Specialist 劳动关系专员Recruiter 招聘人员Training Specialist 培训专员Vice-President of Human Resources 人力资源副总裁Assistant Vice-President of Human Resources 人力资源副总裁助理Personnel Manager 职员经理Benefits Coordinator 员工福利协调员Employer Relations Representative 员工关系代表Personnel Consultant 员工顾问Training Coordinator 培训协调员4 EXECUTIVE AND MANAGERIAL(管理部分) Chief Executive Officer(CEO) 首席执行官Director of Operations 运营总监Vice-President 副总裁Branch Manager 部门经理Retail Store Manager 零售店经理HMO Product Manager 产品经理Operations Manager 操作经理Assistant Vice-President 副总裁助理Field Assurance Coordinator 土地担保协调员Management Consultant 管理顾问District Manager 市区经理Hospital Administrator 医院管理Import/Export Manager 进出口经理Insurance Claims Controller 保险认领管理员Program Manager 程序管理经理Insurance Coordinator 保险协调员Project Manager 项目经理Inventory Control Manager 库存管理经理Regional Manager 区域经理Chief Operations Officer(COO) 首席运营官General Manager 总经理Executive Marketing Director 市场行政总监Controller(International) 国际监管Food Service Manager 食品服务经理Production Manager 生产经理Administrator 医疗保险管理Property Manager 房地产经理Claims Examiner 主考官Controller(General) 管理员Service Manager 服务经理Manufacturing Manager 制造业经理Vending Manager 售买经理Telecommunications Manager 电信业经理Transportation Manager 运输经理Warehouse Manager 仓库经理Assistant Store Manager 商店经理助理Advertising Manager 广告经理Travel Agent 旅行代办员Salesperson 销售员Accounting Assistant 会计助理Accounting Clerk 记帐员Accounting Manager 会计部经理Accounting Stall 会计部职员Accounting Supervisor 会计主管Administration Manager 行政经理Administration Staff 行政人员Administrative Assistant 行政助理Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员Application Engineer 应用工程师Assistant Manager 副经理Bond Analyst 证券分析员Bond Trader 证券交易员Business Controller 业务主任Business Manager 业务经理Buyer 采购员Cashier 出纳员Chemical Engineer 化学工程师Civil Engineer 土木工程师Clerk/Receptionist 职员／接待员Clerk Typist & Secretary 文书打字兼秘书Computer Data Input Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Processing Operator 计算机处理操作员Computer System Manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy General Manager 副总经理Economic Research Assistant 经济研究助理Electrical Engineer 电气工程师Engineering Technician 工程技术员English Instructor/Teacher 英语教师Export Sales Manager 外销部经理Export Sales Staff 外销部职员Financial Controller 财务主任Financial Reporter 财务报告人. (Foreign Exchange) Clerk 外汇部职员. Settlement Clerk 外汇部核算员 Fund Manager 财务经理 General Auditor 审计长 General Manager/President 总经理 General Manager Assistant 总经理助理General Manager‘s Secretary 总经理秘书 Hardware Engineer （计算机）硬件工程师 Import Liaison Staff 进口联络员 Import Manager 进口部经理 Insurance Actuary 保险公司理赔员 International Sales Staff 国际销售员Interpreter 口语翻译 Legal Adviser 法律顾问 Line Supervisor 生产线主管 Maintenance Engineer 维修工程师 Management Consultant 管理顾问 Manager 经理 Manager for Public Relations 公关部经理 Manufacturing Engineer 制造工程师Manufacturing Worker 生产员工 Market Analyst 市场分析员 Market Development Manager 市场开发部经理 Marketing Manager 市场销售部经理 Marketing Staff 市场销售员 Marketing Assistant 销售助理 Marketing Executive 销售主管 Marketing Representative 销售代表 Marketing Representative Manager 市场调研部经理 Mechanical Engineer 机械工程师 Mining Engineer 采矿工程师 Music Teacher 音乐教师 Naval Architect 造船工程师 Office Assistant 办公室助理 Office Clerk 职员Operational Manager 业务经理 Package Designer 包装设计师 Passenger Reservation Staff 乘客票位预订员 Personnel Clerk 人事部职员 Personnel Manager 人事部经理 Plant/Factory Manager 厂长 Postal Clerk 邮政人员 Private Secretary 私人秘书Product Manager 生产部经理 Production Engineer 产品工程师 Professional Staff 专业人员 Programmer 电脑程序设计师Project Staff （项目）策划人员 Promotional Manager 推销部经理 Proof-reader 校对员 Purchasing Agent 采购（进货）员Quality Control Engineer 质量管理工程师 Real Estate Staff 房地产职员 Recruitment Coordinator 招聘协调人 Regional Manger 地区经理 Research & Development Engineer 研究开发工程师 Restaurant Manager 饭店经理 Sales and Planning Staff 销售计划员 Sales Assistant 销售助理 Sales Clerk 店员、售货员 Sales Coordinator 销售协调人 Sales Engineer 销售工程师 Sales Executive 销售主管 Sales Manager 销售部经理 Salesperson 销售员 Seller Representative 销售代表 Sales Supervisor 销售监管 School Registrar 学校注册主任 Secretarial Assistant 秘书助理 Secretary 秘书 Securities Custody Clerk 保安人员 Security Officer 安全人员 Senior Accountant 高级会计 Senior Consultant/Adviser 高级顾问 Senior Employee 高级雇员计算机/互联网/通讯 Technology/Internet 首席技术执行官 CTO/VP Engineering 技术总监/经理 Technical Director/Manager 信息技术经理 IT Manager 信息技术主管 IT Supervisor 信息技术专员 IT Specialist 项目经理/主管 Project Manager/Supervisor 项目执行/协调人员 Project Specialist / Coordinator 系统分析员 System Analyst 高级软件工程师 Senior Software Engineer 软件工程师 Software Engineer 系统工程师 System Engineer 高级硬件工程师 Senior Hardware Engineer 硬件工程师 Hardware Engineer 通信技术工程师 Communications Engineer ERP技术/应用顾问 ERP Technical/Application Consultant 数据库工程师Database Engineer 技术支持经理 Technical Support Manager 技术支持工程师 Technical Support Engineer 品质经理 QA Manager 信息安全工程师 Information Security Engineer 软件测试工程师 Software QA Engineer 硬件测试工程师 Hardware QA Engineer 测试员 Test Engineer 网站营运经理/主管 Web Operations Manager/Supervisor 网络工程师 Network Engineer 系统管理员/网管 System Manager/Webmaster 网页设计/制作 Web Designer/Production 技术文员/助理 Technical Clerk/Assistant 销售 Sales 销售总监 Sales Director 销售经理 Sales Manager 区域销售经理 Regional Sales Manager 客户经理 Sales Account Manager 渠道/分销经理 Channel/Distribution Manager 渠道主管 Channel Supervisor 销售主管 Sales Supervisor 销售代表Sales Representative / Executive 销售工程师 Sales Engineer 医药代表 Pharmaceutical Sales Representative 保险代理Insurance Agent 销售助理 Sales Assistant / Trainee 商务经理 Business Manager 商务专员/助理 Business Executive/Assistant 销售行政经理 Sales Admin. Manager 销售行政主管 Sales Admin. Supervisor 售前/售后技术服务经理 Technical ServiceManager 售前/售后技术服务主管 Technical Service Supervisor 售前/售后技术服务工程师 Technical Service Engineer 售后/客户服务（非技术）经理 Customer Service Manager 售后/客户服务（非技术）主管 Customer Service Supervisor 售后/客户服务（非技术）专员 Customer Service Executive 经销商 Distributor 市场/公关/广告 Marketing/PR/Advertising 市场/广告总监Marketing/Advertising Director/VP 市场/营销经理 Marketing Manager 市场/营销主管 Marketing Supervisor 市场/营销专员Marketing Executive/Communication 市场助理 Marketing Assistant / Trainee 产品/品牌经理 Product/Brand Manager 产品/品牌主管 Product/Brand Supervisor 市场通路经理 Trade Marketing Manager 市场通路主管 Trade Marketing Supervisor 促销经理Promotions Manager 促销主管 Promotions Supervisor 促销员 Promotions Specialist 市场分析/调研人员 Market Analyst/ Research Analyst 公关/会务经理 Public Relations Manager 公关/会务主管 Public Relations Supervisor 公关/会务专员 Public Relations Executive 媒介经理 Media Manager 媒介人员 Media Specialist 企业/业务发展经理 Business Development Manager 企业策划人员 Corporate Planning 广告策划/设计/文案 Advertising Creative/Design/Copy writer 财务/审计/统计/金融Finance/Accounting/Banking 财务总监 CFO/Finance Director/VP 财务经理 Finance Manager 财务主管/总帐主管 Finance Supervisor 会计经理/会计主管 Accounting Manager/Supervisor 会计 Accountant / Accounting Trainee 出纳员 Cashier 财务/会计助理 Finance/Accounting Assistant 财务分析经理/主管 Financial Analysis Manager/Supervisor 财务分析员 Financial Analyst 成本经理/成本主管 Cost Accounting Manager/Supervisor 成本管理员 Cost Accounting Specialist 审计经理/主管 Audit Manager/Supervisor 审计专员/助理 Audit Executive/Assistant 税务经理/税务主管 Tax Manager/Supervisor 税务专员 Tax Executive 证券经纪人 Stock Broker 投资顾问 Investment Advisor 注册分析师 Certified Investment/Financial Analyst 投资/基金项目经理 Investment Manager 融资经理/融资主管 Treasury Manager/Supervisor 融资专员 Treasury Specialist 行长/副行长President/Vice-President/Branch Manager 风险控制 Risk Management 进出口/信用证结算 Trading / LC Officer 清算人员Settlement Officer 外汇主管 Foreign Exchange Supervisor 高级客户经理/客户经理 Senior Relationship Manager 客户主管/专员 RelationshipSupervisor/Executive 信贷/信用调查/分析人员 Loan/Credit Officer 银行柜台出纳 Bank Teller 统计员 Statistician 生产/营运/工程 Manufacturing/Operations/Engineering 工厂经理/厂长 Plant/Factory Manager 总工程师/副总工程师 Chief Engineer 项目经理/主管 Project Manager/Supervisor 项目工程师 Project Engineer 营运经理 Operations Manager 营运主管Operations Supervisor 生产经理/车间主任 Production Manager/Workshop Supervisor 生产计划协调员 Production Planning Executive/Officer 生产主管/督导/领班 Production Supervisor/Team Leader 技术/工艺设计经理/主管 Technical/Industrial Design Mgr./Spvr. 技术/工艺设计工程师 Technical/Industrial Design Engineer 实验室负责人/工程师 Lab Manager/Engineer 工程/设备经理 Engineering/Facility Manager 工程/设备主管 Engineering/Facility Supervisor 工程/设备工程师 Engineering/Facility Engineer 电气/电子工程师 Electrical/Electronics Engineer 机械工程师 Mechanical Engineer 机电工程师 Electrical & Mechanical Engineer 维修工程师 Maintenance Engineer 质量经理 QA Manager 质量主管 QA Supervisor 质量工程师 QA Engineer 质量检验员/测试员 QA Inspector 认证工程师 Certification Engineer 安全/健康/环境经理/主管Safety/Health/Environment Manager/Supervisor 安全/健康/环境工程师 Safety/Health/Environment Engineer 工程绘图员Project Drafting Specialist 机械制图员 Drafting Specialist 化验员 Laboratory Technician 技工 Technician / Engineer Trainee 电工 Electrician 服装打样/制版 Clothing/Apparel Sample Production行政/人事/后勤 Admin./HR/Support Services 行政/人事总监Admin/Human Resources Director 人事经理 Human Resources Manager 人事主管 Human Resources Supervisor 人事专员Human Resources Specialist 人事助理 Human Resources Assistant 招聘经理/主管 Recruiting Manager/Supervisor 薪资福利经理/主管 Compensation & Benefits Mgr./Supervisor 薪资福利专员/助理 Compensation & Benefits Specialist/Assistant 培训经理/主管 Training Manager/Supervisor 培训专员/助理 Training Specialist/Assistant 行政经理/主管/办公室主任 AdminManager/Supervisor/Office Manager 行政专员/助理 Admin Staff/Assistant 经理助理/秘书 Executive Assistant/Secretary 前台接待/总机 Receptionist 后勤 Office Support 资料管理员 Information / Data Management Specialist 电脑操作员/打字员 Computer Operator/Typist 高级管理 Senior Management 首席执行官/总经理 CEO/GM/President 副总经理 Deputy GM/VP/Management Trainee 总监 Director 合伙人 Partner 总裁/总经理助理 CEO/GM/President Assistant 物流/贸易/采购Logis./Trading/Merchand./Purch. 物流经理 Logistics Manager 物流主管 Logistics Supervisor 物流专员/助理 Logistics Specialist/Assistant 物料经理 Materials Manager 物料主管 Materials Supervisor 采购经理 Purchasing Manager 采购主管Purchasing Supervisor 采购员 Purchasing Specialist/Staff 外贸/贸易经理/主管 Trading Manager/Supervisor 外贸/贸易专员/助理 Trading Specialist/Assistant 业务跟单经理 Merchandiser Manager 高级业务跟单 Senior Merchandiser 业务跟单Merchandiser 助理业务跟单 Assistant Merchandiser 仓库经理/主管 Warehouse Manager 仓库管理员 Warehouse Specialist 运输经理/主管 Distribution Manager/Supervisor 报关员 Customs Specialist 单证员 documentation Specialist 船务人员 Shipping Specialist 快递员 Courier 理货员 Warehouse Stock Management 文字/艺术/设计 Writer/Editor/Creative Artist/Designer 编辑/作家/撰稿人 Editor/Writer 记者 Journalist / Reporter 校对/录入 Proofreader/Data Entry Staff 排版设计 Layout Designer 艺术/设计总监 Creative/Design Director 影视策划/制作人员 Entertainment Planning / Production 导演 Director 摄影师 Photographer 音效师 Recording / Sounds Specialist 演员/模特/主持人 Actor/Actress/Model/MC 平面设计/美术设计 Graphic Artist/Designer 纺织/服装设计 Clothing / Apparel Designer 工业/产品设计 Industrial Designer 工艺品/珠宝设计 Artwork/Jewelry Designer 科研人员Research Specialist Staff 科研管理人员 Research Management 科研人员 Research Specialist Staff 律师/法务 Legal 律师Lawyer 法务人员 Legal Personnel 律师助理 Paralegal/Legal Assistant 书记员 Court Clerk 教师 Professor/Teacher 教师ProfessorTeacher 教学/教务管理人员 Education/School Administrator 助教 Teaching Assistant 讲师 Lecturer 家教 Tutor 医疗/护理 Medicine / Nursing 医生（中、西医） Medical Doctor 医学管理人员 Healthcare / Medical Management 医药技术人员Medical Technician 药库主任/药剂师 Pharmacist 护士/护理人员 Nurse / Nursing Personnel 临床协调员 Clinical Coodinator 临床研究员 Clinical Researcher 麻醉师 Anesthesiologist 心理医生 Psychologist/Psychiatrist 医药学检验 Clinical Laboratory 咨询/顾问 Consultant 专业顾问 Senior Consultant 咨询总监 Consulting Director / Partner 咨询经理 Consulting Manager 咨询员Consultant 公务员 Official 公务员 Official 在校学生 Student 在校学生 Student 应届毕业生 Graduating Student 实习生Intern/Trainee 培训生 Trainee/Intern 培训生 Trainee 服务 Service 美容/健身顾问 Exercise Coach/Fitness Trainer 餐饮/娱乐经理 Banquet Services Manager 宾馆/酒店经理 Reception Manager 领班 Supervisor 服务员 Service Staff 营业员/收银员/理货员Shop Clerk/Salesperson 厨师 Chief/Cook 导游 Tour Guide 司机 Chauffeur/Driver 保安 Security 寻呼员/话务员 Paging Operator 建筑/房地产 Construction/Real Estate 建筑工程师 Architect 结构/土建工程师 Structural Engineer 电气工程师Electrical Engineer 给排水/暖通工程师 Drainage/HVAC Engineer 工程造价师/预结算 Budgeting Specialist 建筑工程管理Construction Management 工程监理 Engineering Project Supervisor 室内外装潢设计 Decorator 城市规划与设计 Urban Design/Planning 建筑制图 CAD Drafter 施工员 Construction Crew 房地产开发/策划 Real Estate Development/Planning 房地产评估 Real Estate Appraisal 房地产中介/交易 Real Estate Agent/Broker 物业管理 Property Management 翻译 Translator 英语翻译 English Translation 日语翻译 Japanese Translator 德语翻译 German Translator 法语翻译 French Translator 俄语翻译Russian Translator 西班牙语翻译 Spanish Translator 朝鲜语翻译 Korean Translator 其他语种翻译 Other Language Translator 兼职 Part Time。
各种职位的英文翻译
各种职位的英文翻译————————————————————————————————作者：————————————————————————————————日期：ﻩ各种职位的英文翻译qａ是英文qualitｙａssurance 的简称,中文含义是质量保证；qc是英文ｑuａlity ｃontrol的简称,中文含义是质量控制。
IPQC是过程检验工程师ﻫＪQE是品质工程师DQA是设计品保工程师SQE供货商管理工程师ﻫAdｍiniｓtrａｔion(行政部分)Adｍinｉsｔratiｖe Dirｅｃｔor 行政主管档案管理员Executｉve Aｓsｉstant 行政助理OffｉcｅＭanagｅr 办公室经理Execuｔiｖe Secｒetａｒｙ行政秘书Ｒｅceｐtionist 接待员ﻫGenerａl Ｏffｉce Clｅrｋ办公室文员Sｅcretarｙ秘书Iｎventoｒy CoｎtroｌＡnaｌyst存货控制分析Sｔaff Ａssｉｓtant助理Mａil Room Sｕperｖiｓor 信件中心管理员Stenｏgrapher速记员ﻫOrｄer Entry Cleｒｋ订单输入文员ＴelephoｎｅOpｅrator电话操作员Shippiｎｇ／Rｅceivｉｎg Ｅｘpediter 收发督导员TｉcketＡｇent 票务代理Vｉce-ＰreｓidenｔofＡdmｉnｉｓｔrａｔion行政副总裁Typiｓｔ打字员ﻫﻫＥxｅｃｕtive aｎd Manａｇｅｒiaｌ(管理部分）ReｔａiｌStｏrｅＭａnaｇer 零售店经理Food Sｅｒvｉce Manager 食品服务经理ﻫExecutive MａrｋｅtingDiｒector 市场行政总监HMO Administratoｒ医疗保险管理Aｓsistant SｔｏrｅManａgeｒ商店经理助理Oｐerａｔiｏｎs Manａgeｒ操作经理ﻫAｓｓistａnt Vice－Presiｄｅnt 副总裁助理Production Maｎager生产经理Cｈｉef ExecuｔivｅOffｉcer（CEＯ）首席执行官PropertｙMａnaｇｅｒ房地产经理ﻫChief Ｏpeｒaｔions Offｉcｅr(COO) 首席运营官BｒancｈMａnａgｅr 部门经理ﻫCｏntroｌｌｅr(Iｎternaｔｉｏnal)国际监管Ｃlaims Exａmiｎer主考官ﻫDireｃtoｒof Operaｔiｏns运营总监Controlｌｅｒ(Generａl）管理员ＦiｅlｄAssuｒance Cｏｏｒdinator土地担保协调员GｅｎeralＭanａｇeｒ总经理ManagemeｎtＣonsultant管理顾问ＤistｒiｃｔＭanａｇｅr 市区经理ﻫＨospitａl Adｍｉnistratｏｒ医院管理Ｐresidｅnｔ总统ﻫImport／Exｐort Managｅr进出口经理Ｐroduｃt Mａnagｅr 产品经理InｓuｒancｅＣlaimsＣontrｏｌleｒ保险认领管理员Prｏgram Ｍａｎagｅr 程序管理经理ﻫInsurance Coorｄi ｎａtor 保险协调员ＰrojｅｃｔＭanager 项目经理ﻫInventoｒy Coｎtrol Maｎageｒ库存管理经理Regiｏnａl Ｍaｎagｅr区域经理Manageｒ(Noｎ－Ｐroｆit and Chaｒｉtｉes) 非盈利性慈善机构管理ServｉｃｅManａgeｒ服务经理Manufactuｒing Manager制造业经理Vｅnding Maｎagｅr 售买经理Tｅlecommunicａtioｎs Maｎagｅr 电信业经理Ｖｉｃe-Ｐrｅsｉdｅnt副总裁Tｒaｎspｏrtaｔｉon Ｍaｎaｇer 运输经理Ｗarehｏuｓe Mａｎａger 仓库经理ﻫEducａtｉon ａｎd Ｌｉbrary Sｃience(教育部分）Ｄaycaｒe Woｒkeｒ保育员ESLＴｅacｈｅr 第二外语教师ﻫDevelｏｐｍental Ｅｄucator发展教育家Ｈead Ｔeａcher 高级教师Foreiｇn Lanｇuage Teａcｈer 外语教师Liｂrarian图书管理员Guidａｎce Ｃｏuｎsｅlor 指导顾问Music Teachｅr 音乐教师Liｂrａry Techｎician 图书管理员Nannｙ保姆ﻫPhyｓical Educatiｏn Teacｈer 物理教师Ｐrincipａl 校长SchooｌPsyｃｈoｌogist 心理咨询教师Tｅaｃhｅr教师ﻫSpecial Neｅds Educator 特种教育家Teａcher Aｉde 助理教师Art Instｒuctoｒ艺术教师CoｍputeｒTeａｃher计算机教师Collｅge Prｏｆesｓoｒ大学教授Ｃoａch教练员ﻫＡsｓistａnt Ｄeａｎof Students 助理训导长Aｒchｉｖｉｓｔ案卷保管员ﻫＶｏｃaｔional Coｕnｓelor 职业顾问Tutｏr 家教、辅导教师ﻫAuditor审计师ﻫAcｃｏuntanｔ会计员，会计师ﻫＡdministraｔｉon Asｓisｔant 行政助理Aｄｍinｉｓtraｔoｒ行政主管ﻫAｓsistaｎt Maｎager 副经理Assistaｎt ProduｃtｉoｎManaｇeｒ副厂长ＢuｓｉnｅｓｓManageｒ业务经理Ｃashｉer 出纳员Ｃhief Accounｔant 总会计主任Chiｅf Eｎgineer 总工程师ﻫCivil Ｅngiｎeeｒ土木工程师ﻫＣｌerｋ文员(文书）Director 董事Eｌeｃtrｉｃａl Eｎginｅｅr电气工程师Exeｃuｔiｖe Director行政董事ﻫＥｘecutｉｖe Seｃretary 行政秘书ﻫFiｎanｃｉal Coｎtrolleｒ财务总监ﻫForeｍan 领班,组长ﻫGｅnｅrａl maｎager总经理Jｕnioｒclerk 低级文员(低级职员）ﻫManaｇer 经理ﻫＭａrkｅtiｎg Executive 市场部主任Markｅtiｎg Manａｇｅr市场部经理MarｋetｉnｇＯfficer 市场部办公室主任ﻫMechａnical Engineer机械工程师Merchａｎdiser 买手(商人）ﻫMesseｎger 信差(邮递员) ﻫOfficｅAssｉstant 写字楼助理（办事员）Plant Manａger厂长ProduｃtioｎＭanageｒ厂长Quality Coｎtｒｏｌleｒ品质控制员(质量检查员)Ｒｅcepｔiｏnist接线生(接线员) ﻫSales Engiｎｅer销售工程师ﻫSalｅs Eｘecｕtiｖe销售主任ﻫＳaｌes Managｅr 销售经理ﻫSａles Ｒｅｐreｓeｎｔatiｖｅ营业代表Salｅsmａｎ推销员ﻫSｅcｒetａｒｙ秘书Senior Cｌerk 高级文员（高级职员)ﻫSkilled Workeｒ熟练技工ﻫSub-Manager 副经理ﻫSuｐerｖiｓoｒ主管Surveyor 测量员TeleｘOpeｒａtoｒ电传机操作员ﻫTranｓlａtｏr翻译员ﻫＴypisｔ打字员１.MAKETIＮG ANＤSＡＬES(市场与销售部分)ﻫVice-Preｓidｅnｔof Ｓaｌeｓ销售副总裁Ｓenior Ｃuｓtｏmer Manaｇer 高级客户经理Saｌes Mａｎageｒ销售经理ﻫRegｉonal SaｌeｓMaｎａgｅr地区销售经理Proｃurement Manager 采购经理ＰrｏcuremenｔAgenｃｙ采购代办所ﻫＳａｌeｓＡsｓiｓｔａｎｔ销售助理Ｗｈolesａle Buyer批发采购员ﻫﻫＴｅle-Ｉｎteｒｖiｅweｒ电话调查员Real Eｓtate Appｒaiｓeｒ房地产评估师ﻫMaｒｋeting Consultanｔ市场顾问ﻫﻫMarketiｎg ａnd Ｓaｌｅs Director 市场与销售总监MaｒｋeｔRｅｓearch Ａnaｌｙsｔ市场调查分析员ﻫMaｎufaｃｔuｒer’s Rｅprｅseｎtatiｖe 厂家代表ﻫDｉrｅctor of Ｓｕｂｓidiary Rｉghｔｓ分公司权利总监ﻫﻫＳalｅs Ｒepresenｔative销售代表Ａｓsisｔaｎt ＣusｔｏmｅｒExecutive 客户管理助理Maｒｋetｉng Intern 市场实习ﻫMarｋeting Dirｅctｏr市场总监ﻫInｓｕrａnce Agｅnt 保险代理人ﻫＣuｓtomｅｒMａｎager 客户经理ﻫVｉce-Pｒesideｎt ｏf Maｒkｅtｉng 市场副总裁ﻫﻫＲegionａl CｕstomeｒMaｎager 地区客户经理ﻫSaleｓAdmiｎｉstratｏr 销售主管ﻫTelｅmarkeｔｉng Direｃtor 电话销售总监ﻫTelｅmarketｅr 电话销售员ﻫﻫSales Execｕｔive 销售执行者ﻫＭaｒｋetｉｎg Assistant 市场助理ﻫReｔａiｌBuyer零售采购员ﻫﻫRｅal EstatｅMａnageｒ房地产经理Rｅal Estaｔe Bｒokｅr房地产经纪人ﻫＰuｒｃｈａsｉng Ageｎｔ采购代理Ｐroduｃt Devｅlopｅｒ产品开发ﻫＭａｒketiｎｇＭanager 市场经理ﻫAdveｒtiｓing Cｏorｄinator 广告协调员ﻫＡdvertising Assｉsｔant 广告助理ﻫﻫAｄCopｙwriｔeｒ（Dｉｒｅct Ｍail)广告文撰写人ﻫﻫCuｓtomｅr Ｒepｒ2．COMPＥＴER AND ＭAＴHＥMAＴIＣS（计算机部分)ｅｓenｔaｔive 客户代表ﻫﻫMaｎagｅr of NetｗoｒｋAdminｉｓtｒation 网络管理经理MIＳMａnageｒ电脑部经理ﻫProjeｃｔＭａnager 项目经理ﻫﻫＴｅchｎical Engineer 技术工程师ﻫﻫDevelopmeｎtal Engiｎeｅｒ开发工程师ﻫSystemｓＰrogrammer 系统程序员Aｄministratｏr 局域网管理员ﻫＯｐerａtｉonｓAnalyst操作分析ﻫＣoｍｐuter Oｐeraｔor电脑操作员ﻫＰrｏduct Ｓupｐort Manageｒ产品支持经理ﻫﻫＣomputer Ｏｐerａtｉoｎs Supervisoｒ电脑操作主管Dｉreｃtoｒｏf Ｉnfｏrmａtion Ｓeｒviｃｅs 信息服务主管ﻫSysｔｅms Engineer 系统工程师Haｒdwaｒe Engineer 硬件工程师ﻫApplicaｔioｎｓＰrogramｍer 应用软件程序员ﻫInfoｒmation Anａlyｓt 信息分析ﻫLAN Systems Analｙst 系统分析Statiｓｔicｉan 统计员３.ＨＵＭAＮRESOUＲＣES(人力资源部分）ﻫﻫDｉｒｅｃtor of Hｕｍan Ｒeｓourｃes人力资源总监AssｉstanｔPersｏｎneｌＯfficｅr人事助理ﻫＣompensａtiｏnＭaｎagｅr 薪酬经理Employment Ｃoｎsultaｎt 招募顾问FacilitｙＭanaｇeｒ后勤经理ﻫﻫJob Plaｃement Officｅr 人员配置专员ﻫﻫLabor ReｌatioｎsＳpeciａlist 劳动关系专员ﻫﻫRecruiter招聘人员ﻫTraiｎing Spｅcialｉst 培训专员ﻫﻫVｉcｅ－Presideｎt ｏf HｕmaｎReｓouｒｃeｓ人力资源副总裁ﻫＡssiｓｔant Vice-Prｅsidｅnt oｆHuｍan Reｓourcｅs 人力资源副总裁助理ﻫﻫPerｓonｎel Manager 职员经理ﻫBenｅfitｓCoordinatｏr员工福利协调员EmployeｒＲｅlaｔiｏns Reｐreｓeｎtativｅ员工关系代表Personnel Consｕｌtａnt 员工顾问4EXEＣUTIＶＥANDＭＡNＡGEＲIAL(管理部分) ﻫﻫChｉeｆExecuｔiv Trainｉng Coordinatoｒ培训协调员ﻫﻫｅOffｉcer(CEO) 首席执行官ﻫDiｒeｃtor of Opeｒａｔｉons 运营总监ﻫVｉce-Prｅsiｄeｎt 副总裁ﻫBranch Mａｎager 部门经理ﻫRetail StorｅＭanａger 零售店经理ﻫHMＯＰｒoｄuｃt Maｎａｇeｒ产品经理Operａtiｏns Ｍaｎager 操作经理ﻫAssisｔant Vice-Ｐresｉdeｎt副总裁助理ﻫFielｄAｓｓuraｎｃe Ｃoｏｒdiｎａtor土地担保协调员MaｎagemenｔConｓuｌtanｔ管理顾问Ｄistrｉｃt Maｎageｒ市区经理Hospｉtal Ａdminｉｓｔｒatoｒ医院管理Import/Expｏrt Maｎａger进出口经理ﻫﻫInsurａncｅClａiｍｓCoｎtroller保险认领管理员ﻫＰroｇrａm Ｍaｎaｇer 程序管理经理ﻫﻫＩnsｕraｎce Coordinatｏr 保险协调员ﻫProject Maｎaｇeｒ项目经理ﻫIｎｖeｎtｏry Ｃontｒol Mａnａgeｒ库存管理经理Ｒegｉonal Ｍａnaｇeｒ区域经理ﻫﻫChief Opeｒatｉons Oｆficer(CＯO) 首席运营官ﻫﻫGeｎeｒal Ｍanageｒ总经理ﻫﻫEｘecutivｅMarketｉｎg Ｄｉrectｏr 市场行政总监ﻫControlｌer(Intｅｒnationａｌ) 国际监管ﻫﻫFｏｏd SｅrvicｅMａｎａger 食品服务经理Ｐrodｕction Ｍａnageｒ生产经理ﻫﻫAdmiｎistrａtor 医疗保险管理ﻫProｐｅrtyＭanaｇｅr 房地产经理ﻫClａｉmｓＥxamiｎer 主考官ﻫﻫContｒollｅｒ(Ｇeｎeraｌ) 管理员ﻫＳervicｅMaｎageｒ服务经理ﻫＭanufacturing Ｍanaｇer制造业经理ﻫﻫVendinｇMａnager 售买经理ﻫﻫＴeleｃommｕnｉｃations Manager 电信业经理Tｒansporｔation Manageｒ运输经理ﻫﻫWａｒehousｅＭanager 仓库经理ﻫAsｓistant Store Ｍａnager 商店经理助理ﻫﻫAdvｅrtisiｎｇＭanager 广告经理ﻫﻫTravｅl Agｅnｔ旅行代办员Sａlｅsｐｅrson 销售员ﻫﻫAcｃountｉng Asｓistant 会计助理ﻫﻫAccounｔing Clerk 记帐员ﻫAccountiｎgＭａnaｇer 会计部经理ﻫAccoｕntiｎg Stalｌ会计部职员ﻫAcｃｏunｔiｎg Suｐeｒvｉsor 会计主管AｄmｉnistratｉｏｎMaｎaｇer 行政经理ﻫAdmｉnistration Sｔａff 行政人员ﻫAdｍinisｔratｉve Ａｓsｉｓtant 行政助理ﻫﻫAｄminｉstrａtｉvｅClerk 行政办事员ﻫAdveｒtｉsing Sｔａff 广告工作人员ﻫAirliｎｅｓSalｅｓＲepｒeｓentatｉve 航空公司定座员ﻫAｉrliｎes Ｓｔaff 航空公司职员ﻫＡppｌiｃation Ｅngineｅr 应用工程师ﻫAsｓiｓtaｎt Maｎａgeｒ副经理ﻫﻫBｏｎd Anaｌｙst 证券分析员ﻫＢond Trader 证券交易员ﻫﻫBuｓiness Ｃｏｎｔｒｏllｅr业务主任ﻫﻫBusinｅss Manager 业务经理Buyer 采购员ﻫCashiｅr出纳员Chｅｍicａl Ｅngineｅr化学工程师ﻫＣivil Eｎgineｅr 土木工程师Clｅｒk／Receｐtｉｏnist 职员/接待员ﻫCｌeｒk Typｉsｔ＆Ｓeｃrｅtａｒy 文书打字兼秘书ＣompｕtｅｒDａta Inpｕt Opｅｒator计算机资料输入员ﻫＣomｐuteｒEnｇiｎeｅｒ计算机工程师ﻫﻫＣｏmｐuｔｅr Prｏｃeｓsing Opeｒator 计算机处理操作员Coｍｐuter Ｓystem Mａnager 计算机系统部经理ﻫﻫＣopywriｔer 广告文字撰稿人ﻫDeputy GenｅraｌManａｇer 副总经理Ｅcｏnoｍic ResearｃｈAsｓiｓtaｎt 经济研究助理Electriｃal Enｇｉneer 电气工程师ﻫＥｎgｉneerinｇTeｃhnicｉan 工程技术员ﻫﻫＥnｇｌｉsh Instrｕctor／Ｔｅachｅr 英语教师ﻫﻫＥxpｏrt Saｌes M ａnager 外销部经理ﻫﻫExpｏｒｔSａｌｅｓＳｔaff 外销部职员ﻫﻫFinanｃiaｌConｔroller 财务主任ﻫFinａｎciaｌReporｔｅｒ财务报告人F.X.(Ｆｏreign Excｈaｎge) Clerk 外汇部职员ﻫﻫＦ．X．Seｔｔleｍent Cｌerk 外汇部核算员ﻫﻫFund Mａnager 财务经理ﻫGenerａl Aｕdｉtoｒ审计长ﻫＧeｎｅrａl Maｎager／President 总经理ＧｅnｅrａｌＭanager Asｓistａnt 总经理助理Ｇｅneｒａl Mａnａｇer‘s Secrｅtary 总经理秘书ﻫﻫHarｄware Enginｅｅr （计算机)硬件工程师Import Liaｉsｏn Staff进口联络员Ｉmｐｏｒt Ｍanagｅr进口部经理IｎsuraｎｃｅAｃｔuａry 保险公司理赔员ﻫInternational Sales Sｔaｆf 国际销售员Iｎterｐreter 口语翻译ﻫLegaｌAdｖiser 法律顾问Line Superｖisoｒ生产线主管ﻫMａinｔｅnaｎｃｅEngineer 维修工程师Ｍanagement Conｓulｔant 管理顾问ﻫﻫＭanagｅr 经理ManageｒfｏｒPuｂlic Rｅlatｉons 公关部经理MaｎuｆaｃｔｕriｎｇEnｇｉnｅer制造工程师ﻫMａｎufacｔuriｎgＷorｋeｒ生产员工ﻫMarｋeｔＡｎaｌyst 市场分析员MarkｅｔDｅvelopｍenｔManager市场开发部经理ﻫＭarkeｔｉng Mａｎager 市场销售部经理Mａrkeｔiｎg Staff 市场销售员ﻫMarketinｇAｓｓisｔaｎｔ销售助理ﻫﻫＭarkｅting Exｅcutivｅ销售主管ﻫMarｋｅtinｇＲepreｓentaｔｉve 销售代表ﻫﻫMarketiｎｇＲeｐrｅsentａtive Ｍａｎager 市场调研部经理ﻫMechanical Ｅｎｇiｎｅer机械工程师ﻫMinｉｎg Enginｅeｒ采矿工程师ﻫMuｓiｃTｅacher 音乐教师ﻫNavａl Aｒｃｈｉtecｔ造船工程师ﻫＯffiｃeＡｓsistant 办公室助理ﻫﻫOｆｆiｃe Cleｒk职员Operａtioｎａl Managｅr 业务经理ﻫﻫPacｋａge Ｄeｓiｇner 包装设计师ﻫﻫPassenｇｅr Reseｒvatiｏn Staff 乘客票位预订员ﻫﻫPersonnel Ｃlerk 人事部职员ﻫＰeｒsonｎel Mａｎａgｅｒ人事部经理ﻫPlaｎt/Faｃtory Mａｎagｅｒ厂长ﻫPosｔal Ｃlｅｒk邮政人员Pｒｉｖate Sｅcｒeｔaｒｙ私人秘书ﻫPｒoduct Manageｒ生产部经理ﻫPrｏｄuctiｏn Eｎgineeｒ产品工程师Professｉonal Sｔaｆf 专业人员ﻫPrograｍmer电脑程序设计师Pｒｏject Sｔａｆf （项目)策划人员Pｒomotｉonａl Maｎageｒ推销部经理ﻫﻫProof-ｒeader校对员ﻫＰurｃｈasinｇAgent 采购(进货)员ＱuaｌitｙＣontrol Ｅngineer质量管理工程师Rｅal Eｓｔate Staff 房地产职员ﻫReｃruｉtｍｅnt Cｏｏrdiｎator 招聘协调人ﻫRegiｏnaｌManger 地区经理ﻫRｅsｅaｒch& ＤeｖｅlopmentＥｎgiｎｅｅr 研究开发工程师ﻫＲｅstaurantＭanager 饭店经理ﻫＳales aｎｄPlanniｎｇＳtaff 销售计划员ﻫSaleｓAssiｓtant 销售助理ﻫＳales Clerk 店员、售货员ﻫSales Coｏｒｄinaｔor 销售协调人ﻫSａles Eｎgineｅr 销售工程师Salｅs Ｅxｅcutive 销售主管ﻫﻫSaleｓＭaｎａgeｒ销售部经理ﻫﻫＳａlesperson 销售员ﻫSeｌlｅr Rｅpresentaｔiｖe 销售代表ﻫＳａles Ｓupeｒvｉsoｒ销售监管ﻫSｃｈool Registraｒ学校注册主任ﻫﻫSecrｅtａｒｉaｌＡｓｓisｔaｎt 秘书助理ﻫＳｅcreｔary 秘书ﻫSecuritieｓCustｏdy Cｌｅrk 保安人员ﻫSecｕrity Officer安全人员ﻫSeniｏr Accoｕntanｔ高级会计ﻫSｅnｉor Ｃonｓultant/Ａdｖｉｓeｒ高级顾问ﻫSenior Ｅｍploｙeｅ高级雇员计算机／互联网／通讯Technoｌogy/Intｅrnet ﻫ首席技术执行官CＴO/VP Engineering技术总监/经理Teｃhｎｉcal Dirｅｃｔoｒ/Manａger ﻫ信息技术经理ＩＴMaｎageｒﻫ信息技术主管IＴSupeｒviｓｏr信息技术专员IT Spｅcｉａlｉst项目经理/主管Project Manａger/Supervisor项目执行/协调人员Prｏｊｅct Ｓｐecialist ／Cooｒｄinａtoｒ系统分析员Ｓystｅm Analysｔ高级软件工程师Senior Ｓoｆtｗａre Engｉnｅｅr ﻫ软件工程师Sｏfｔware Eｎgineer ﻫ系统工程师SｙsteｍEngineeｒ高级硬件工程师Ｓｅnior Haｒdware Ｅnｇiｎｅｅｒﻫ硬件工程师Hａrdwａre Eｎginｅeｒﻫ通信技术工程师Cｏmｍunicａｔioｎs EｎgineerEＲP技术/应用顾问EＲP Tecｈｎｉcａl／Ａｐｐlicatｉon Coｎｓultant ﻫ数据库工程师Dａtabａse Engineer ﻫ技术支持经理Teｃhnical Ｓuppｏrt Ｍanａger技术支持工程师ＴechｎicaｌSｕppoｒｔEｎgiｎeｅr ﻫ品质经理QＡMａｎａgｅr信息安全工程师Iｎfoｒmaｔiｏn Ｓｅcuｒity Engineeｒ软件测试工程师ＳoｆｔwaｒｅQA Enginｅｅr ﻫ硬件测试工程师Hardware QA Eｎginｅeｒ测试员Test Eｎginｅer ﻫ网站营运经理/主管Wｅb Ｏperaｔiｏns Manａger/Sｕperｖisorﻫ网络工程师Nｅtwork Engineer ﻫ系统管理员/网管Sｙstem Ｍanager/Webｍasｔｅｒﻫ网页设计/制作Ｗeb Dｅsigｎeｒ／Ｐｒｏduct ｉon ﻫ技术文员／助理Ｔechｎｉcａl Clerk／Asｓistaｎt销售Ｓaｌeｓ销售总监SaleｓDirectｏr ﻫ销售经理Ｓales Maｎagｅr ﻫ区域销售经理Ｒegional Salｅs Maｎａger客户经理Sａles Aｃcouｎt Ｍanａgerﻫ渠道/分销经理Ｃｈanｎel/Ｄistribuｔion Ｍanａgｅr ﻫ渠道主管ChanｎeｌSupeｒvisｏr销售主管Ｓales Supeｒｖｉsor ﻫ销售代表SaleｓRepreｓentative / Ｅxecｕtivｅﻫ销售工程师SaleｓＥngｉnｅer ﻫ医药代表PharmaceuticａｌSaｌes Reprｅsｅnｔａｔｉve ﻫ保险代理Insurance Ａgｅnt ﻫ销售助理Sａles Assisｔanｔ/Tｒａｉｎeｅ商务经理Bｕsｉness Manageｒﻫ商务专员／助理BusiｎｅsｓＥxecuｔive/Aｓsiｓｔaｎt ﻫ销售行政经理Sａlｅs Aｄｍｉn．Managｅｒﻫ销售行政主管Ｓalｅs Aｄmｉｎ. Ｓuｐerviｓor ﻫ售前/售后技术服务经理Tｅchniｃal ＳerｖｉceＭanａgｅrﻫ售前／售后技术服务主管TecｈｎicaｌSｅrvice Supervｉｓorﻫ售前/售后技术服务工程师TechniｃaｌServiｃeＥngｉneer ﻫ售后/客户服务（非技术)经理Cuｓtomer Sｅｒvice Manaｇer售后／客户服务(非技术)主管Customｅr Service Suｐｅrvｉsor ﻫ售后/客户服务（非技术)专员CｕsｔoｍerＳerv ｉｃe Ｅｘecｕｔive经销商Disｔribｕtorﻫ市场/公关/广告Maｒkeｔiｎg/ＰＲ/Advertising ﻫ市场／广告总监Ｍａrｋｅtｉnｇ/Adveｒtｉｓiｎg Ｄｉreｃｔor/VP市场／营销经理Ｍarkeｔing Mａnagｅrﻫ市场/营销主管Maｒｋetiｎg Supervisoｒ市场/营销专员MarkｅtinｇExeｃutｉvｅ/Cｏｍmuｎicatiｏn ﻫ市场助理Markｅｔing Ａｓsistant ／Ｔrainee ﻫ产品／品牌经理Prｏｄｕct/Brand Ｍanaｇer产品/品牌主管Produｃt/Ｂrａnd Supｅrvisorﻫ市场通路经理TradｅMａrｋeｔinｇMaｎａger ﻫ市场通路主管Tｒade Mａrketing Suｐeｒvisor ﻫ促销经理PromotionｓMａnａger ﻫ促销主管Ｐromotiｏns Superｖｉｓｏr 促销员Ｐroｍｏtiｏns Ｓpecｉalisｔﻫ市场分析/调研人员ＭarkeｔAnalyst/ Reｓeaｒch Analｙsｔﻫ公关/会务经理Publｉc Rｅｌaｔions Maｎager公关／会务主管ＰubｌiｃRelationsＳupervisorﻫ公关/会务专员Publｉc Relaｔｉｏns Execuｔiｖe媒介经理Ｍedia Ｍanager ﻫ媒介人员Media Spｅciaｌist ﻫ企业/业务发展经理Ｂｕsiｎess Developｍent Manａｇerﻫ企业策划人员Ｃorpoｒate Plａnｎiｎｇ广告策划／设计/文案Advertisiｎg Creａtiｖe/Desｉgn/Cｏpy wrｉter ﻫ财务/审计/统计/金融Finanｃe/Accountiｎg／Bａnking财务总监CFO/Ｆiｎance Dirｅcｔoｒ/ＶP ﻫ财务经理Fｉnaｎce Maｎageｒ财务主管/总帐主管FinaｎceＳupervisoｒﻫ会计经理/会计主管Accoｕnting Manager/Ｓupervisoｒ会计Aｃｃｏuntａｎt /Ａcｃｏuｎting Traｉnee出纳员Ｃasｈｉer财务/会计助理Finance/AcｃｏuntinｇＡssｉｓtant ﻫ财务分析经理/主管Fiｎaｎcial ＡnａlｙsｉsＭanager/Superviｓｏrﻫ财务分析员Ｆｉｎanｃial Analyst ﻫ成本经理/成本主管Ｃost AｃcoｕntｉnｇManａger／Sｕpervisor ﻫ成本管理员Coｓt Acｃounting Speciａlist ﻫ审计经理／主管Auｄit Manaｇer/Supervｉsor审计专员/助理Audit Execｕtive/Aｓｓistant ﻫ税务经理／税务主管Ｔａx Manａger/Ｓｕpｅｒｖisor ﻫ税务专员T ａxＥxecutｉve证券经纪人Sｔock Brokeｒ投资顾问Ｉnveｓtｍent Advisｏr注册分析师Cｅrtifｉed Ｉnveｓｔment/Fｉｎancｉal Aｎaｌｙst ﻫ投资/基金项目经理Ｉnvestｍent Manaｇerﻫ融资经理/融资主管Trｅａｓury Manager/Supｅｒｖisor ﻫ融资专员Treaｓｕry Speｃiａｌist行长/副行长Pｒesｉｄent/Vicｅ-Ｐrｅsidｅnt/Bｒanch Manager ﻫ风险控制ＲｉskＭanagement ﻫ进出口/信用证结算Tｒａdinｇ/ LC Offｉcｅr清算人员SetｔlｅmｅntＯffiｃerﻫ外汇主管Ｆoreign Exchange Supervisor高级客户经理／客户经理Sｅnｉor Rｅlationｓｈｉp Maｎager客户主管／专员Relationｓhip?Ｓuperｖｉｓoｒ／Eｘecutiｖｅﻫ信贷/信用调查/分析人员Loaｎ/Credit Officer银行柜台出纳Bank Telｌｅｒﻫ统计员Ｓtａtｉｓtician ﻫﻫ生产／营运/工程Ｍａｎｕｆacturing/Oｐerations/Ｅnｇinｅering工厂经理/厂长Plant/Factory Maｎａgｅr ﻫ总工程师/副总工程师Chief Ｅnｇinｅer项目经理/主管Pｒojeｃt Mａnaｇeｒ/Superviｓoｒﻫ项目工程师Ｐrｏject Eｎｇiｎeeｒ营运经理Oｐerａtions Manager营运主管Ｏpｅraｔioｎs Supervisor ﻫ生产经理/车间主任Produｃｔｉｏn Manaｇer/Worｋsｈop Sｕｐeｒvisor 生产计划协调员Ｐroduｃtion Ｐｌａｎniｎg Execｕｔive／Ｏｆficer ﻫ生产主管/督导／领班ProduｃtioｎＳupervｉsoｒ/Team Leａder ﻫ技术／工艺设计经理/主管Teｃhnicａl／Inｄustrial Design Mｇr./Spvr.技术／工艺设计工程师Tecｈｎical/IndustｒiaｌDesign Ｅngiｎeｅｒﻫ实验室负责人/工程师Lａb Ｍanagｅｒ/E ｎｇｉneerﻫ工程/设备经理Ｅngineering／FaｃilitｙManageｒﻫ工程/设备主管Ｅngｉneerｉｎｇ/Fａｃility Ｓupervｉsoｒﻫ工程/设备工程师Ｅｎgineeｒｉng/Facility Engiｎeer电气/电子工程师Elecｔrical/Electｒoniｃs Engiｎeeｒﻫ机械工程师MｅchaｎicaｌEnginｅｅr ﻫ机电工程师Eｌｅctrical & MeｃhanicaｌEngｉｎeｅｒ维修工程师Ｍaiｎtenanｃe Enｇineeｒ质量经理QA Maｎager质量主管QA Supeｒvisor ﻫ质量工程师QＡＥngiｎｅer质量检验员/测试员QA Ｉnｓpeｃtorﻫ认证工程师Cｅｒtifｉcaｔion Enｇｉｎeｅr安全/健康／环境经理/主管Ｓafeｔｙ／Heａｌth/Envirｏnmｅｎt Ｍａnａｇer/Ｓuｐerviｓorﻫ安全／健康/环境工程师Safety/Hｅalth/Enｖironment Enｇｉneer工程绘图员Pｒoｊect Drafting Specｉａlist ﻫ机械制图员ＤraftinｇSpｅcｉaｌisｔ化验员Laboratory Tecｈｎｉｃian技工Technｉciaｎ/ Engineer Trainｅe ﻫ电工Ｅlectriｃiaｎ服装打样／制版Clotｈing/Appａrel SａmplｅProduｃtion ﻫ行政/人事／后勤Adｍｉn.／HＲ／Support Sｅｒvｉces ﻫ行政/人事总监Ａdmin／Hｕｍan Resourｃes Direcｔor ﻫ人事经理Ｈｕｍan Reｓｏurces Managｅｒ人事主管HumanＲｅｓourcｅs Supervｉsor ﻫ人事专员Human ＲｅsourceｓSpeｃiaｌｉst人事助理Ｈumａn Resoｕｒces Asｓisｔantﻫ招聘经理/主管ＲｅｃruitｉｎｇMａｎaｇer/Superｖisor ﻫ薪资福利经理/主管Compensａｔｉon & Benefｉts Mgｒ./Supeｒｖisor ﻫ薪资福利专员/助理Comｐｅnsaｔｉoｎ& Benefi ｔs Specｉａｌｉｓt/Ａsｓistant ﻫ培训经理／主管Ｔｒaiｎｉｎg Maｎager／Supervｉsoｒﻫ培训专员/助理Tｒaini ｎg Specialisｔ/Ａｓsistａｎt ﻫ行政经理／主管/办公室主任Admin Mａｎaｇeｒ／Sｕpeｒvisor／ＯｆficｅMａnａｇer ﻫ行政专员/助理Admin Sｔaff/Assistant ﻫ经理助理／秘书Exeｃuｔive Assｉsｔaｎｔ／Seｃrｅｔary前台接待/总机Ｒeceｐtionｉst后勤Ｏfｆice Suppoｒｔﻫ资料管理员Ｉnfoｒmaｔiｏｎ/ Ｄata Ｍanagemｅnt Sｐeｃiａlistﻫ电脑操作员／打字员Compｕter Oｐeratｏｒ/Ｔｙpisｔﻫ高级管理SenioｒＭａnagｅment ﻫ首席执行官/总经理CEO/ＧM/Ｐrｅsidenｔﻫ副总经理Ｄeｐuty GM／VP／ManａgemｅnｔTrainee总监Diｒｅctｏr合伙人Paｒtｎeｒﻫ总裁／总经理助理ＣＥO/GM/Pｒesident Assistａntﻫﻫ物流/贸易/采购Lｏgｉs./Tｒａｄiｎｇ/Merchand./Ｐurcｈ.物流经理Logｉstｉｃs Maｎagerﻫ物流主管Ｌoｇisｔics Supeｒvisor ﻫ物流专员／助理Ｌogiｓtics Ｓｐｅcial ｉst/Ａｓsisｔａnｔ物料经理Maｔｅriaｌs Manaｇer物料主管Materials Supeｒｖｉｓor ﻫ采购经理Puｒchａsing Ｍanａｇer采购主管PurｃｈasｉngＳｕｐｅrvｉsor ﻫ采购员Pｕｒchasｉng Ｓpecｉａlｉｓt/Ｓtaff外贸/贸易经理/主管Ｔraｄing Mａnagｅｒ／Supervisoｒ外贸／贸易专员/助理Ｔrａding Speciaｌist/Assisｔant ﻫ业务跟单经理Merchanｄiｓer Mａnagｅｒﻫ高级业务跟单ＳenｉｏｒＭｅrchａｎdiser业务跟单Mｅrchandisｅr ﻫ助理业务跟单Ａｓsisｔａｎt Mｅｒｃhａndiｓer ﻫ仓库经理/主管Ｗarｅhouｓe Man ａgｅr仓库管理员Ｗaｒｅｈoｕse Specialｉst运输经理/主管DisｔribuｔiｏｎMａnager/Sｕｐeｒｖisoｒ报关员CustomｓSpecialｉst单证员dｏｃｕmentation Speciａlｉstﻫ船务人员Shiｐｐing Ｓpeciaｌｉst ﻫ快递员Cｏurｉｅr理货员Waｒehouｓe Stock Ｍanagemenｔﻫ文字/艺术/设计Ｗriteｒ/Eｄiｔor/Ｃｒeatiｖe Ａｒtist/Desｉgner编辑/作家/撰稿人Editoｒ/Writerﻫ记者Ｊournalist / Ｒｅporteｒﻫ校对/录入Prｏｏfｒeadｅr/Data Enｔry Ｓｔaff ﻫ排版设计Ｌａyoｕt Dｅsignｅr艺术/设计总监Ｃreatiｖe/DeｓigｎDirectoｒ影视策划/制作人员ＥntertａiｎｍｅｎｔＰｌannｉｎg / Prodｕctioｎﻫ导演Dｉreｃtor ﻫ摄影师Photogｒapher音效师Rｅcorｄing ／Soｕｎds Ｓpecｉalist ﻫ演员/模特/主持人Actor/Actreｓs/Moｄｅl/MCﻫ平面设计/美术设计GrａｐｈiｃArtｉst/Designer纺织/服装设计Ｃlｏthｉｎg / Apparel Desｉgner工业/产品设计Indｕstrial Designer工艺品/珠宝设计Artｗork/Ｊewｅlry Dｅsigneｒﻫ科研人员Research ＳｐecialiｓｔStaｆｆ科研管理人员Rｅseａrch Managemｅｎt科研人员Ｒｅｓearch Speｃｉalist Sｔafｆﻫﻫ律师/法务Ｌegaｌﻫ律师Lawｙｅｒﻫ法务人员Legal Peｒsonｎel ﻫ律师助理Pａrａleｇal/ＬegalＡｓｓistant ﻫ书记员Ｃourt Cleｒｋﻫ教师Ｐrofeｓsｏｒ/Tｅacheｒ教师ProfesｓｏrTeacher教学/教务管理人员Educａtion/Schｏｏl Ａdminiｓtrator ﻫ助教Teachｉng Assiｓtant ﻫ讲师Lectureｒ家教Tutorﻫ医疗/护理Medicinｅ/Nursing医生(中、西医) MｅｄiｃaｌDocｔｏr医学管理人员Ｈealｔhcaｒe / ＭｅdicaｌＭaｎagemenｔﻫ医药技术人员Medicａl Teｃｈniciａn药库主任/药剂师Phａrｍacist护士/护理人员Nurse/ Ｎｕｒsｉng Pｅｒsｏnnel临床协调员Clｉniｃal Cｏodiｎａtor临床研究员Cｌinical Reseａrｃher麻醉师Ａｎesthesioｌogiｓｔﻫ心理医生Psｙｃhｏlogｉsｔ/Psｙｃｈｉaｔrisｔﻫ医药学检验Clｉnical Ｌabｏratory咨询/顾问Ｃoｎｓuｌtanｔﻫ专业顾问SｅnｉorＣonｓultanｔﻫ咨询总监Ｃonsulting Dｉrectｏｒ/ Pａｒtner ﻫ咨询经理Cｏnsulting Manageｒﻫ咨询员Ｃｏnsultanｔﻫ公务员Official公务员Oｆｆiｃial ﻫﻫ在校学生Stｕdeｎtﻫ在校学生Stｕdeｎｔﻫ应届毕业生Graduaｔing Ｓtudent实习生Iｎtern/Trａｉneｅﻫ培训生Tｒainee/Intern培训生Trainee ﻫ服务Sｅrviｃe美容/健身顾问Exerciｓe Coａｃh/ＦitnesｓＴrａｉner ﻫ餐饮/娱乐经理Banqｕet Servｉces Maｎａgｅｒ宾馆/酒店经理Receｐtiｏn Manaｇer ﻫ领班Supervｉsｏr服务员Ｓeｒvｉce Ｓｔaｆｆﻫ营业员/收银员/理货员Sｈop Cｌerk/Salesｐersｏn厨师Chiｅf／Ｃｏoｋ导游Tour Guidｅ司机Chａｕｆfｅｕr/Dｒiver ﻫ保安Seｃurity ﻫ寻呼员/话务员PaｇiｎｇOperatｏｒﻫ建筑/房地产Constrｕｃtion/Real Esｔaｔe ﻫ建筑工程师Arｃhiｔect结构/土建工程师StructuｒａｌEngiｎeer电气工程师Eｌectrical Engｉneer给排水/暖通工程师Drａinage/ＨVAC Engineer工程造价师/预结算BｕｄｇetinｇSpecｉalist建筑工程管理Coｎｓtｒuctiｏn Manａgｅmｅnｔﻫ工程监理Engｉneering Pｒoject Sｕｐervisor ﻫ室内外装潢设计Decｏratoｒﻫ城市规划与设计Urbａn Ｄesigｎ／Planｎing ﻫ建筑制图ＣＡＤDraftｅr施工员ConstrｕctｉoｎCrew ﻫ房地产开发/策划ReaｌＥstatｅDevelopmｅnt/Plannｉng ﻫ房地产评估Real Esta ｔe Appｒaiｓal房地产中介／交易Real EsｔaｔeＡｇｅnｔ／Brｏkｅr物业管理Prｏpeｒｔy Ｍanagementﻫ翻译Tｒanｓlator英语翻译ＥnglｉshＴrａnslａtion日语翻译Japaｎese Translａtor ﻫ德语翻译GermaｎTranｓlatｏｒﻫ法语翻译French Translaｔor俄语翻译Rusｓｉan Translator ﻫ西班牙语翻译Spａｎｉsh Ｔrａnslatｏr ﻫ朝鲜语翻译Korean Tranｓlａtｏr ﻫ其他语种翻译OthｅｒLangｕage Tｒａｎsｌａtｏr ﻫ兼职Part Tiｍe。
工资、薪酬相关词汇翻译
工资、薪酬相关词汇翻译personnel system 人事制度personnel management 人事管理office hour 办公时间company time 工作时间work hour 工作时间eight-hour shift 八小时工作制shift 轮班morning session 上午班evening/night shift 小/大夜班day shift 日班attendance book 签到本late book 迟到本day off 休息日coffee break 上班中的休息时间workday 工作日working condition 工作环境work permit 工作证work overtime 加班holiday rotation 节假日轮流值班traveling allowance（for official trip）差旅费payroll 工资册salary 薪水（指付给一个人的固定劳动补偿）wage 工资（为劳动或服务所付的报酬，尤指按小时、天数、周或按工作量所付的薪酬）salary raise 加薪windfall 外快annual pension 年薪year-end bonus 年终奖bonus 奖金premium 红利overtime pay 加班费punch the clock 打卡time recorder 打卡机sneak out 开溜internship 实习on probation 试用probation staff 试用人员agreement of employment 聘书evaluation of employee 员工考核employee evaluation form 考核表merit pay 绩效工资dock pay 扣薪unpaid leave 无薪假before-tax salary 税前薪水income tax 所得税take-home pay/after-tax salary 税后净薪release pay 遣散费severance pay 解雇费salary deduction 罚薪casual leave 事假sick leave 病假“五险一金”endowment insurance 养老保险medical insurance 医疗保险unemployment insurance 失业保险employment injury insurance 工伤保险maternity insurance 生育保险housing fund 住房公积金----------------------------------------------------------岗位工资 post salary工龄工资 salary length of service交通补贴 traffic allowance伙食补贴 dinner allowance住房补贴 house allowance岗位补贴 post allowance通讯补贴 commnication allowance个人所得税 personal income tax风险金 risk fee社保费 socical insurance fee水电费 water and electronic fee餐费 dinner fee实发工资 salary paid伙食补贴 meal allowance住房补贴 housingallowance水电费 water and electricity fee餐费 meal fee交通补贴 transportation allowance技能工资 skill wage工龄工资 wage for working age各种津贴 various benefit合同补贴 contract allowance考核工资 check wage扣款 cut payment净领额 actual wage工资表 wage list工资条 wage strip财务专用章 finance stamp。
企业公司职位英文翻译中英文对照
Typist 打字员
1.MAKETING AND SALES(市场与销售部分)
Vice-President of Sales 销售副总裁
Senior Customer Manager 高级客户经理
Sales Manager 销售经理
Regional Sales Manager 地区销售经理
Chief Executive Officer(CEO) 首席执行官 Property Manager 房地产经理
Chief Operations Officer(COO) 首席运营官 Branch Manager 部门经理
Controller(International) 国际监管 Claims Examiner 主考官
Marketing Executive 市场部主任
Marketing Manager 市场部经理
Marketing Officer 市场部办公室主任
Mechanical Engineer 机械工程师
Merchandiser 买手（商人）
Messenger 信差（邮递员）
Office Assistant 写字楼助理（办事员）
Administrative Director 行政主管 File Clerk 档案管理员
Executive Assistant 行政助理 Office Manager 办公室经理
Executive Secretary 行政秘书 Receptionist 接待员
General Office Clerk 办公室文员 Secretary 秘书
Inventory Control Analyst 存货控制分析 Staff Assistant 助理
公司各个部门英文翻译
F.X. (Foreign Exchange) Clerk 外汇部职员
F.X. Settlement Clerk 外汇部核算员
Fund Manager 财务经理
General Auditor 审计长
General Manager/President 总经理
(人力资源部)Human Resources Department
Accounting Assistant 会计助理
Accounting Clerk 记帐员
Accounting Manager 会计部经理
Accounting Stall 会计部职员
Accounting Supervisor 会计主管
市场营销部: SALES&MARKETING DEPARTMENT
计财部:ACCOUNTING DEPARTMENT
人力资源部: HUMAN RESOURCE DEPARTMENT
工程部: ENGINEERING DEPARTMENT
保安部: SECURITY DEPARTMENT
行政部: EXECUTIVE DEPARTMENT
技术部： TECHNOLOGY SECTION
档案室： MUNIMENT ROOM
生产科： MANUFACTURE SECTION
总公司: Head Office
分公司: Branch Office
营业部: Business Office
人事部: Personnel Department
General Manager Assistant 总经理助理
General Manager‘s Secretary 总经理秘书
与管理相关的英语词汇翻译大全
与管理相关的英语词汇翻译大全营销篇* 4C营销理论(The Marketi ng Theoryof 4Cs)* 4R营销理论(The Marketi ng Theoryof 4Rs)* 4P营销理论(The Marketi ng Theoryof 4Ps)* 感性营销 (Sensibi lity Marketi ng)* 利基营销 (Niche Marketi ng)* 交叉营销 (Cross Marketi ng)* 知识营销 (Infroma tion Marketi ng)* 文化营销 (Cultura l Marketi ng)* 服务营销 (Service s Marketi ng)* 体验营销 (Experie nce Marketi ng)* 定制营销 (Customi zation Marketi ng)* 色彩营销 (Color Marketi ng)* 绿色营销 (Green Marketi ng)* 关系营销 (Relatio nshipMarketi ng)* 合作营销 (The Co Marketi ng Solutio n)* 伙伴营销 (Partner ship Marketi ng)* 一对一营销 (One-to-One Marketi ng)* 差异化营销 (Differe nce Marketi ng)* 大市场营销 (Big Marketi ng)* 个性化营销 (Persona lizati on Marketi ng)* 堡垒式营销 (Focaliz ationMarketi ng)* 数据库营销 (Data base Marketi ng)* 服务分销策略(Service s Distrib utionStrateg y)* 服务促销策略(Service s Sales Promoti on Strateg y)* 整合营销传播(Integra ted Marketi ng Communi cation s, IMC)* 水坝式经营 (Dam Operati on)* 战略营销联盟(Strateg ic Marketi ng Union)* 网络数据库营销 (Interne t Data base Marketi ng)* “整时营销” 与“晚盈利” (Profitby TimingMarketi ng and Lag ProfitMarketi ng)管理篇* 目标管理 (Managem ent by Objecti ves, MBO)* 标杆瞄准(Benchma rking)* 开明管理(Open Managem ent)* 宽容管理 (Allowan ce Managem ent)* 标杆管理 (Benchma rkingManagem ent)* 人格管理 (Charact er Managem ent)* 品牌管理 (Brand Managem ent)* 变革管理 (ChangeManagem ent)* 沟通管理 (Communi cation Managem ent)* 走动管理 (Managem ent by Walking Around，MBWA)* 价值管理 (Value Managem ent)* 钩稽管理 (Innovat ion and Practic e Managem ent)* 能本管理 (Capacit y Core Managem ent)* 绩效管理 (Managin g For Perfrom ance)* 赋权管理 (Delegat ion Managem ent)* 灵捷管理 (Celerit y Managem ent)* 物流管理 (Logisti cs Managem ent/Physica l Distrib ution) (Physica l Distrib ution为传统意义上的物流)* 知识管理 (Knowled ge Managem ent)* 时间管理 (Time-Managem ent)* 互动管理 (Interac tive Managem ent)* T型管理 (T Managem ent)* 末日管理 (End Managem ent)* 柔性管理 (Soft Managem ent)* 例外管理 (Excepti on Managem ent)* K型管理 (K Managem ent)* EVA管理 (Economi c Value Added, EVA)* 5S管理法 (5S ：Seiri、Seiten、Seigo、Seikets u、Shitsuk e) * 零缺陷管理(Zero Defects)* 一分钟管理(One MinuteManagem ent)* 供应链管理 (SupplyChain Managem ent, SCM)* 客户关系管理(Custome r Relatio nshipManagem ent，CRM)* 产品数据管理(Product Data Managem ent, PDM)* 过程质量管理法 (Process of Quality Managem ent)* 管理驾驶舱(Cockpit of Managem ent)* OEC管理法(Over All Every Control and Clear)* 数字化管理 (Digital Managem ent)* 海豚式管理 (Managem ent as Porpois e)* 丰田式管理 (Toyota- Managem ent)* 跨文化管理 (Span-Culture Managem ent)* 蚂蚁式管理 (Style of Ant Managem ent)* 购销比价管理(Purchas e by Grade Managem ent)* 企业内容管理(Enterpr ise Content Managem ent)* 企业健康管理(Healthof Enterpr ise Managem ent)* 薪酬外包管理(SalaryEpiboli c Managem ent)* 戴明的质量管理 (William Edwards Dem's Quality Managem ent) * 六西格玛管理法 (Six Sigma)* 倒金字塔管理(Handsta nd Pyramid al Managem ent)* 变形虫式管理(AmoebaManagem ent)定律篇* 木桶定律(Canniki n Law)* 墨菲定律 (Moffe's Law)* 羊群效应 (Sheep-Flock Effect)* 帕金森定律 (Parkins on's Law)* 华盛顿合作定律 (Washing ton Company Law)* 手表定律 (Watch Law)* 蘑菇定律 (Mushroo m Law)* 鲇鱼效应 (WeeverEffect)* 飞轮效应 (Flywhee l Effect)* 光环效应 (Halo Effect)* 马太效应 (Matthew Effect)* 蝴蝶效应 (Butterf ly Effect)* 多米诺效应 (Domicil e Effect)* 皮格马利翁效应 (Pygmali on Effect) * 彼德原理 (The Peter Princip le)* 破窗理论 (Break Pane Law)* 路径依赖 (Path Depende nce)* 奥卡姆剃刀 (Occam's Razor)* 博弈论 (Game Theory)* 定位法则 (Orienta tion Law)* 80/20原理 (80/20 Law)* X理论-Y理论 (TheoryX- TheoryY) * 超Y理论 (ExceedtheoryY)综合篇* 7S模型 (Princip le of 7S)* ABC分析法(ABC-Analysi s)* SWOT分析(SWOT Analysi s)* 波士顿矩阵法(BostonMatrixAnalysi s)* 新7S原则 (Princip le of New 7S)* PDCA循环(PDCA Cyc)* 平衡记分卡 (Balance d Score Card)* 品管圈 (Quality Control Circle，QCC)* 零库存 (In-Time Invento ry)* 顾客份额 (Constit uencyShare)* 业务流程重组(Busines s Process Reengin eer)* 动态薪酬 (Dynamic Salary)* 管理审计 (Managed Audit)* 管理层收购 (Managem ent Buy-out)* 逆向供应链 (Reverse SupplyChain)* 宽带薪酬设计(Broad Band SalaryDesign)* 员工持股计划(Employe e Stock Ownersh ip Plan，ESOP) * 人力资源外包(Epiboly HR)* 360度绩效反馈 (360-DegreePerfrom ance Feedbac k) * 人力资源价值链 (Human Resourc e Value Chain)* 柯氏模式 (Kirkpat rick Model)* 归因模型 (Attribu tion Model)* 期望模型 (Expecta ncy Model)* 五力模型 (The Five-force Model)* 安东尼模型 (Anthony Model)* CS经营战略(Custome r Satisfa ction)* 532绩效考核模型 (532 Perfrom ance Apprais al Model)* 101℃理论 (101℃ Theory)* 双因素激励理论 (Dual Stimula nt Theory)* 注意力经济 (The Economy of Attenti on)* 灵捷竞争(Adroitl y Compete)* 德尔菲法(DelphiTechniq ue) * 执行力 (Executi on)* 领导力 (Leaders hip)* 学习力 (Learnin g Capacit y)* 企业教练 (Corpora te Coach)* 首席知识官 (Chief Knowled ge Officer)* 第五级领导者(Fifth Rank Leader)* 智力资本 (Intelle ct Capital)* 智能资本 (Intelle ctualCapital)* 高情商团队 (High EQ Team)* 学习型组织 (Learnin g Organiz ation)* 知识型企业 (Knowled ge Enterpr ise)* 高智商企业 (Knowled ge-Intensi ve Enterpr ise) * 灵捷组织 (Adroitl y Organiz ation)* 虚拟企业 (Virtual Enterpr ise，VE)。
薪酬管理体系中英文对照外文翻译文献
中英文对照外文翻译(文档含英文原文和中文翻译) Enterprises salary system design andperformance evaluationAbstractAny effective way of management must rely on a basis: people, all the staff of enterprises. Compensation system as an important aspect of enterprise management system, for an enterprise to attract, retain and motivate employees have a significant impact, attract, retain and motivate key talent, has become the core of the enterprise recognized goal. The compensation system design is not only an effective way to realize the core objective, is also an important content of modern enterprise development.Key words: salary system and equity incentive, senior executives, design1 IntroductionHuman capital to the enterprise wealth maximization, the greatest degree of retaining key talent, attract potential talent, the basic principals and successful is perfect competitive compensation system. With the concept of human capital is more and more people Heart, attract, retain and motivate key talent, has become the core of enterprise determine target, compensation system for enterprises An important aspect of the system, to attract talents play an important role. Compensation system design is an effective way to reality is the core objective, but also an important content of the development of the enterprise to modernization, so the height weight by enterprises Depending on the.2 Literature reviewEarly in the traditional compensation phase, the employers always minimize workers to cut costs as much as possible, and through this method make the Labor of workers have to work harder in order to get paid enough to make a living. William. First, Quesnay’s minimum wage theory is that wages and other commodities, there is a natural value, namely maintain staff minimum standard of living life information value，the minimum wage for workers does not depend on the enterprise or the employer's subjective desire, but the result of the competition in the market. The classical economists Muller believed that certain conditions, the total capital in the enterprise salary depends on the labor force and for the purchase of labor relationship between capital and other capital; For the payment of capital wage fund is difficult to change in the short term. Wages fund quantity depends on two factors: one is a worker, directly or indirectly, in the production of products and services production efficiency; the other one is in the process of production of these goods directly or indirectly employ labor quantity. With the development of era, the simple forms of employment have already can't satisfy the demand of the workers, so some interests to share views was put forward to motivate workers.On this basis, the Gantt invented the "complete tasks rewarded" system to perfect the incentive measures. Represented by Americaneconomist Becker’s theory of human capital school of thought argues that human capital is determined by the human capital investment, is present in the human body to the content of knowledge, skills, etc. Martin Weizmann share of economic theory that wages should be linked to corporate profits. Increase in profits, employee wages fund, increased profits, and employee wages fund. Between enterprises and employees is the key of the labor contract is not in a fixed wage of how many, but in the division of labor both sides share proportion. In modern compensation phase, the contents of the compensation has been changed, increased a lot of different compensation models, and more and more pay attention to employee's personal feelings and development, employees can even according to individual condition choose different salary portfolio model. Employees can be paid off on surface of the material and spiritual.3 Pay system overviewIn the past the traditional pay system, usually are business owners value orientation as the guide to carry on the design. With the continuous development of the overall market environment, in the modern enterprise management concept has also changed. They are aware of the established compensation system should adapt to the employee benefit as a starting point, the self-interest pursuit and employee demand together, to establish a set of enterprises and employees to maximize the interests of the two-way, so as to achieve win-win situation. Since the 90 s, the westerndeveloped economies in the enterprise owners and managers try to change the traditional form of compensation, relocation compensation system, the importance of also constantly try to innovate salary system of design and diversification.Performance pay system is established in accordance with the enterprise organization structure based on the results of the individual or team performance appraisal for salary distribution system. Total compensation is generally associated with individual or team performance. Now the enterprise model is used to combine individual performance and team performance. At the same time will be long term incentive and short-term incentive flexible model. In this kind of pay structure, contains a variety of forms of performance pay.Skill-based pay system on the basis of employees' skill determine employee wages level, and to the improvement of skills as their employees progress criteria. The compensation model can encourage employees to continuously learn new knowledge, to keep up with The Times, is the industry leader, when technology and equipment upgrades to the fastest response time to complete the change, and is helpful to form the learning corporate culture. If for flat organization structure, management jobs and opportunities for advancement are less, the compensation system can be very skillful professionals to make up for in terms of compensation. But with technical compensation system with theproblem is that the enterprise needs to pay for a large number of staff training, and if the participants of the training is not all to use knowledge in actual production, enterprises will not be able to obtain benefits, resulting in wasted costs.Total compensation is the unity of the material reward and spiritual reward. Among them, external compensation including all in monetary form of economic compensation, internal compensation includes not to substantial form of economic compensation, more focused on the return of spirit. John’s Lipoma at the end of last century proposed the compensation design, customization and diversity is more representative of the overall package. He should show that the basic wage, additional salary, salary welfare, work supplies allowance, bonus, promotion and development opportunities, psychological income, life quality, and individual factors that ten compensation factors into consideration, the formation of compensation system, the design method is different from the past traditional salary structure, is the biggest different compensation system design approach from the owner as the center to the worker as the center, employees can choose a suitable for their own pay combination, is no longer a passive receiver. In this compensation mode, economic compensation and the economical compensation together, paying equal attention to material and spiritual.4 The implementation of the compensation system designSalary survey is the key in the compensation system design. It is not only the necessary to understand the enterprise existing compensation system, is also the basis of compensation system design again. Salary survey should be real in-depth internal employee survey, as far as possible let employees at all levels give true feelings, make compensation system designers understand the staff for the specific demands of overall compensation. In had certain understanding of the current salary system and problems, will determine the compensation system on that basis to the general principles of design. Compensation system and the determination of design general principle also should according to the specific conditions of different enterprise itself to specific design. At the same time, according to the general principle to determine the scope of the staff at the level of compensation.Enterprise in selecting the most suitable for their own compensation system, the following sections are often the most concern, such as the division of different levels and at the same level of position within the sort, the post assessment results and with the duty staff due to personal quality differences between how to determine the pay difference. Enterprise in selecting the most suitable for their own compensation system, the following sections are often the most concern, such as the division of different levels and at the same level of position within thesort, the post assessment results and with the duty staff due to personal quality differences between how to determine the pay difference.Enterprise operators and management personnel representing the highest quality, at the same time they also foreign representative enterprise image, and holds the enterprise the way forward. They tend to have certain matter accumulation, more the pursuit of spiritual satisfaction and the realization of self-worth. For management personnel shall be designed to be scientific and reasonable compensation system, comprehensive consideration, not only give reasonable compensation in terms of material, at the same time to consider their spiritual pursuit.General manager's daily work mainly are transactional, administrative work, but is not directly concerned with the production related, so during the design compensation system will post wage and performance wage together, thus the personal salary combined with enterprise business objectives. To general managers to take a wider range of incentives, such as the annual performance review top employees equity incentives, encourage managers over fulfilled the goal, and form a competitive atmosphere of the company culture, drive the enterprise vitality. Increase the general manager’s shareholding proportion.For the use of EVA on the sales staff, can draw lessons from Tula bank ever take method, the sales staff to set up a commission systembased on EVA. Each sales staff receives a salary, in addition to qualification to get bonuses, the bonus amount depends on the "added value" has created. So that the program works: the company will be the added value of products are listed out, after distribution after the full cost of the product. The finance department monthly compiled a list of each product and added value of the net sales report. Each sales staff receives a copy of the report, as well as the use of the added value of the net total details of its own performance in the same format of monthly report. Further to deduct from the added value of net pay, perks and other fees and should share part of the management fee. After adjusting for these report line represents the added value.5 ConclusionIn the modern enterprises increasingly competitive today, talents become the key factor of enterprise long-term development more and more Business owners. And how to retain existing talent, and recruit more people of insight to join together create enterprise interest, become the compulsory subject of enterprise owners and management, and improve the compensation system is retaining talents and attracting talents essential link.企业薪酬体系设计与绩效评估Prasetya A摘要:任何一种行之有效的管理方式的运用都必须依赖于一个基础：人，企业的所有员工。
企事业单位职位英文名称翻译(英汉对照)
公司高层职位的英文缩写1。
CEO : Chief Executive Officer 首席执行官2。
COO ：Chief Operated Officer 首席运营官3。
CFO ：Chief Finacial Officer 首席财务官4。
CTO ：Chief Technology Officer 首席技术官5。
CIO ：Chief Information Officer 首席信息官电脑公司里各职位名称的英文缩写CEO(Chief Executive Officer)首席执行官COO(Chief Operations Officer)首席运营官CFO(Chief Financial Officer)首席财务官CIO(Chief Information Officer)首席信息官HRD(Human Resource Director)人力资源总监OD(Operations Director)运营总监MD(Marketing Director)市场总监OM(Operations Manager)运作经理PM(Production Manager)生产经理PG(Product Manager)产品经理GM(General Manager)总经理VP(Vice President)副总裁FVP(First Vice President)第一副总裁A VP(Assistant Vice President)副总裁助理Master of Business Administration 企业管理硕士Marketing and Sales(市场与销售部分）Vice-President of Sales 销售副总裁Senior Customer Manager 高级客户经理Sales Manager 销售经理Regional Sales Manager 地区销售经理Merchandising Manager 采购经理Sales Assistant 销售助理Wholesale Buyer 批发采购员Tele-Interviewer 电话调查员Real Estate Appraiser 房地产评估师Marketing Consultant 市场顾问Marketing and Sales Director 市场与销售总监Market Research Analyst 市场调查分析员Manufacturer\'s Representative 厂家代表Director of Subsidiary Rights 分公司权利总监Sales Representative 销售代表Assistant Customer Executive 客户管理助理Marketing Intern 市场实习Marketing Director 市场总监Insurance Agent 保险代理人Customer Manager 客户经理Vice-President of Marketing 市场副总裁Regional Customer Manager 地区客户经理Sales Administrator 销售主管Telemarketing Director 电话销售总监Advertising Manager 广告经理Travel Agent 旅行代办员Salesperson 销售员Telemarketer 电话销售员Sales Executive 销售执行者Marketing Assistant 市场助理Retail Buyer 零售采购员Real Estate Manager 房地产经理Real Estate Broker 房地产经纪人Purchasing Agent 采购代理Product Developer 产品开发Marketing Manager 市场经理Advertising Coordinator 广告协调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表Computers and Mathematics(计算机部分)Manager of Network Administration 网络管理经理MIS Manager 电脑部经理Project Manager 项目经理Technical Engineer 技术工程师Developmental Engineer 开发工程师Systems Programmer 系统程序员Administrator 局域网管理员Operations Analyst 操作分析Computer Operator 电脑操作员Product Support Manager 产品支持经理Computer Operations Supervisor 电脑操作主管Director of Information Services 信息服务主管Systems Engineer 系统工程师Hardware Engineer 硬件工程师Applications Programmer 应用软件程序员Information Analyst 信息分析LAN Systems Analyst 系统分析Statistician 统计员Human Resources（人力资源部分）Director of Human Resources 人力资源总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬经理Employment Consultant 招募顾问Facility Manager 后勤经理Job Placement Officer 人员配置专员Labor Relations Specialist 劳动关系专员Recruiter 招聘人员Training Specialist 培训专员Vice-President of Human Resources 人力资源副总裁Assistant Vice-President of Human Resources 人力资源副总裁助理Personnel Manager 职员经理Benefits Coordinator 员工福利协调员Employer Relations Representative 员工关系代表Personnel Consultant 员工顾问Training Coordinator 培训协调员Executive and Managerial(管理部分)Chief Executive Officer(CEO) 首席执行官Director of Operations 运营总监Vice-President 副总裁Branch Manager 部门经理Retail Store Manager 零售店经理HMO Product Manager 产品经理Operations Manager 操作经理Assistant Vice-President 副总裁助理Field Assurance Coordinator 土地担保协调员Management Consultant 管理顾问District Manager 市区经理Hospital Administrator 医院管理Import/Export Manager 进出口经理Insurance Claims Controller 保险认领管理员Program Manager 程序管理经理Insurance Coordinator 保险协调员Project Manager 项目经理Inventory Control Manager 库存管理经理Regional Manager 区域经理Chief Operations Officer(COO) 首席运营官General Manager 总经理Executive Marketing Director 市场行政总监Controller(International) 国际监管Food Service Manager 食品服务经理Production Manager 生产经理Administrator 医疗保险管理Property Manager 房地产经理Claims Examiner 主考官Controller(General) 管理员Service Manager 服务经理Manufacturing Manager 制造业经理Vending Manager 售买经理Telecommunications Manager 电信业经理Transportation Manager 运输经理Warehouse Manager 仓库经理Assistant Store Manager 商店经理助理Manager(Non-Profit and Charities) 非盈利性慈善机构管理外企中不少职位用英文简称，不妨熟悉一下公司各种领导职务的简称GM(General Manager)总经理VP(Vice President)副总裁FVP(First Vice President)第一副总裁A VP(Assistant Vice President)副总裁助理CEO(Chief Executive Officer)首席执行官COO(Chief Operations Officer)首席运营官CFO(Chief Financial Officer)首席财务官CIO(Chief Information Officer)首席信息官HRD(Human Resource Director)人力资源总监OD(Operations Director)运营总监MD(Marketing Director)市场总监OM(Operations Manager)运作经理PM(Production Manager)生产经理(Product Manager)产品经理Accounting Assistant 会计助理Accounting Clerk 记帐员Accounting Manager 会计部经理Accounting Stall 会计部职员Accounting Supervisor 会计主管Administration Manager 行政经理Administration Supervisor 行政主管Administration Staff 行政人员Administrative Assistant 行政助理Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员Application Engineer 应用工程师Assistant Manager 副经理Bond Analyst 证券分析员Bond Trader 证券交易员Business Controller 业务主任Business Manager 业务经理Cashier 出纳员Buyer 采购员Chemical Engineer 化学工程师Clerk/Receptionist 职员/接待员Civil Engineer 土木工程师Clerk Typist & Secretary 文书打字兼秘书Computer Data Input Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Processing Operator 计算机处理操作员Computer System Manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy General Manager 副总经理Economic Research Assistant 经济助究助理Electrical Engineer 电气工程师Engineering Technician 工程技术员Export Sales Manager 外销部经理English Instructor/Teacher 英语教师Export Sales Staff 外销部职员F.X. (Foreign Exchange)Clerk 外汇部职员Financial Controller 财务主任F.X. Settlement Clerk 外汇部核算员Financial Reporter 财务报告人General Auditor 审计长Fund Manager 财务经理General Manager/ President 总经理Import Liaison Staff 进口联络员General Manager Assistant 总经理助理Import Manager 进口部经理General Manager's Secretary 总经理秘书Insurance Actuary 保险公司理赔员Hardware Engineer (计算机)硬件工程师Interpreter 口语翻译International Sales Staff 国际销售员Legal Adviser 法律顾问Manager for Public Relations 公关部经理Line Supervisor 生产线主管Manufacturing Engineer 制造工程师Maintenance Engineer 维修工程师Manufacturing Worker 生产员工Management Consultant 管理顾问Market Development Manager 市场开发部经理Manager 经理Marketing Manager 市场销售部经理Market Analyst 市场分析员Marketing Representative 销售代表Marketing Staff 市场销售员Marketing Representative Manager 市场调研部经理Marketing Assistant 销售助理Office Clerk 职员Marketing Executive 销售主管Operational Manager 业务经理Mechanical Engineer 机械工程师Package Designer 包装设计师Mining Engineer 采矿工程师Passenger Reservation Staff 乘客票位预订员Music Teacher 音乐教师Personnel Clerk 人事部职员Naval Architect 造船工程师Personnel Manager 人事部经理Office Assistant 办公室助理Plant/ Factory Manager 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薪酬相关外文翻译--改善薪酬提高绩效
中文4480字外文文献翻译译文一、外文原文原文：To Improve Performance, Revise Your PayCloutier，GeorgeCompensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration.Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of the elements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four fol.lowing factors.1.External environment factorsImpacting compensation management to the external environment factors including: Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments foremployees of these social changes.Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact, therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.anization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.3.Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on.4.Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, personality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.Compensation is a complex economic and social phenomenon from differentangles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation.Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.External compensation means enterprises according to the staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms:Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basic compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff.Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content.Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, the provision of free or low-priced canteens bathhouse, clubs, and so on.Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and jobcharacteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies.According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work pay and outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.Pay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation.From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. T herefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and thatcontinued to improve pay levels of this contradiction and make an adjustment.The function of compensation may from the enterprises, workers and social aspects to inspect:From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and qua ntity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships.From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff.From the point of view of the social, compensation has the relocate function of laborforce resources for the social. Most people will be willing to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is th e core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of aparticular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectivelyinspire subordinates, it is necessary to understand their subordinates what is need to meet.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, theexisting compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the enterprises, demanding change, hope that the pay compensation opened for pay truly reflect the quality of workers and the contribution reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.资料来源：Business Week Online.2009(05):P12.二、翻译文章译文：改善薪酬,提高绩效Cloutier，George薪酬是员工因向其所在组织提供劳动或劳务而获得的各种形式的酬劳或答谢，是组织支付给其员工的所有劳动报酬。
薪酬管理毕业论文外文翻译资料
薪酬管理毕业论文外文翻译资料篇一：薪酬管理体系中英文对照外文翻译文献中英文对照外文翻译(文档含英文原文和中文翻译)Enterprises salary system design andperformance evaluationAbstractAny effective way of management must rely on a basis: people, all the staff of enterprises. Compensation system as an important aspect of enterprise management system, for an enterprise to attract, retain and motivate employees have a significant impact, attract, retain and motivate key talent, has become the core of the enterprise recognized goal. The compensation system design is not only an effective way to realize the core objective, is also an important content of modern enterprise development.Key words: salary system and equity incentive, senior executives, design1 IntroductionHuman capital to the enterprise wealth maximization, the greatest degree of retaining key talent, attract potential talent, the basic principals and successful is perfect competitive compensation system. With the concept of human capital is more and more people Heart, attract, retain and motivate key talent, has become the core of enterprise determine target, compensation system for enterprises An important aspect of the system, to attract talents play an important role. Compensation system design is an effective way to reality is the core objective, but also an important content of the development of the enterprise to modernization, so the height weight by enterprises Depending on the.2 Literature reviewEarly in the traditional compensation phase, the employers always minimize workers to cut costs as much as possible, and through this method make the Labor of workers have to work harder in order to get paid enough to make a living. William. First, Quesnay’s minimum wage theory is that wages and other commodities, there is a natural value, namely maintain staff minimum standard of living life information value，the minimum wage for workers does not depend on the enterprise or the employer s subjective desire, but the result of the competition in the market. The classical economists Muller believed that certain conditions, the total capital in the enterprise salary depends on the labor force and for the purchase of labor relationship between capital and other capital; For the payment of capital wage fund is difficult to change in the short term. Wages fund quantity depends on two factors: one is a worker, directly or indirectly, in the production of products and services production efficiency; the other one is in the process of production of these goods directly or indirectly employ labor quantity. With the development of era, the simple forms of employment have already can t satisfy the demand of the workers, so some interests to share views was put forward to motivate workers. On this basis, the Gantt invented the complete tasks rewarded system to perfect the incentive measures. Represented by Americaneconomist Becker’s theory of human capital school of thought argues that human capital is determined by the human capital investment, is present in the human body to the content of knowledge, skills, etc. Martin Weizmann share of economic theory that wages should be linked to corporate profits. Increase in profits, employee wages fund, increased profits, and employee wages fund. Between enterprises and employees is the key of the labor contract is not in a fixed wage of how many, but in the division of labor both sides share proportion. In modern compensation phase, thecontents of the compensation has been changed, increased a lot of different compensation models, and more and more pay attention to employee s personal feelings and development, employees can even according to individual condition choose different salary portfolio model. Employees can be paid off on surface of the material and spiritual.3 Pay system overviewIn the past the traditional pay system, usually are business owners value orientation as the guide to carry on the design. With the continuous development of the overall market environment, in the modern enterprise management concept has also changed. They are aware of the established compensation system should adapt to the employee benefit as a starting point, the self-interest pursuit and employee demand together, to establish a set of enterprises and employees to maximize the interests of the two-way, so as to achieve win-win situation. Since the 90 s, the westerndeveloped economies in the enterprise owners and managers try to change the traditional form of compensation, relocation compensation system, the importance of also constantly try to innovate salary system of design and diversification.Performance pay system is established in accordance with the enterprise organization structure based on the results of the individual or team performance appraisal for salary distribution system. Total compensation is generally associated with individual or team performance. Now the enterprise model is used to combine individual performance and team performance. At the same time will be long term incentive and short-term incentive flexible model. In this kind of pay structure, contains a variety of forms of performance pay.Skill-based pay system on the basis of employees skill determine employee wages level, and to the improvement of skills as their employeesprogress criteria. The compensation model can encourage employees to continuously learn new knowledge, to keep up with The Times, is the industry leader, when technology and equipment upgrades to the fastest response time to complete the change, and is helpful to form the learning corporate culture. If for flat organization structure, management jobs and opportunities for advancement are less, the compensation system can be very skillful professionals to make up for in terms of compensation. But with technical compensation system with the篇二：薪酬外文文献毕业论文材料：英文文献及译文课题名称：薪酬体系专业工商管理学生姓名班级 B 工商 072学号指导教师专业系主任完成日期二零一一年三月The Changing Pattern of Pay and BenefitsTudor, Thomas R, Trumble, Robert RJournal of Compensation Benefits/May/2008Today, many companies still base their reward systems on the 1950s compensation model made popular during the brief period when U.S. companies dominated the world. With todays increasingly competitive environment, however, companies must look more closely at thecost-benefit of rewards, instead of just using them in an attempt to reduce employee dissatisfaction. Companies must provide short-term motivation and encourage employees to develop long-term skills that will aid the company. Most importantly, companies must also attract and retain highperformers, instead of alienating them with pay systems that give everyone pay increases without regard to levels of performance. For example, such new compensation approaches may include skill-based pay, gainsharing plans, and flexible benefits systems.Traditional compensation approaches are still often modeled on the centralization-based organizational model, in which decisions were made at the top and management rigidly defined tasks. However, with global competition becoming an increasingly prominent issue, companies need reward systems that match their movement to decentralized structures. Larger numbers of companies are also becoming very aware that they cannot just pass additional compensation costs onto future customers. Today, our pay systems must move in step with the participative-management trend by becoming more flexible instead of remaining fixed. This adjustment involves many factors including shorter product life cycles, a need to be more flexible, a need for workers to continually gain additional skills, and for them to think more on the job.In today s most successful companies, employee rewards and benefits are increasingly incorporated into an organization s strategic planning. Why? The rationale is that employee compensation has a substantial impact on the long-term financial position of a firm. Compensation structures should consider an organization s strategic requirements and should match organizational goals. Compensation strategic planning shouldinvolve:consideration of the internal and external environment; and creation of an organization s compensation statement, compensation goals, and the development of compensation policies.Today, one strategic compensation trend is the use of pay incentives instead of the traditional, annual “everybody gets” pay increase. The rationale is to control costs and to more closely tie performance to compensation. We can group the changing pattern of compensation into twogeneral areas: Pay Method Trends and Benefits Trends. Human Resources managers should familiarize themselves with these changing trends and determine the plan that is most suitable for their organization.PAY METHOD TRENDSThere are a number of pay methods available for use by employers, including general pay increases, cost-of-living increases, merit pay, bonuses, skill-based pay, competence-based pay, CEO compensation, gainsharing, and various types of incentive pay.General Pay IncreaseA general pay increase is a pay increase given to everyone in a company. It can be a lump-sum payment, but it is more likely to be a percentage increase in base salary. The employer s rationale for the pay increase may have been the result of a market survey, job evaluation, or just a profitable year. The trend, however, is for general increases to decline as pay-for-performance systems become increasingly dominant. In addition, giving everyone the same raise sometimes decreases morale becausehigh-performing employees see poor performers getting the same reward. Cost-of-Living IncreaseCost-of-living increases are general pay increases triggered by a rise in an inflation-sensitive index, such as the consumer price index or the producer price index. As with general pay increases, the use ofcost-of-living pay increases is decreasing among companies. The rationale for this decrease is that with lower inflation (thus little change in prices), incomes are more stable and the need for inflation adjustments is not as great as it was in the past. In addition, collective bargaining agreements are now less likely to include provisions for cost-of-living increases, so nonunion firms are not under as much pressure to provide them in an attempt to match union-negotiated compensation. Their declinecan also be attributed to the fact that employers are moving away from pay systems that are nonperformance related.Merit PayMerit pay is another generic term in which pay incentives are given for overall job performance.2 Some problems frequently encountered with merit pay plans include:? the use of subjective criteria when measuring employee performance; ? a lack of uniform standards for rating individual employees;? differences among managers in how to make individual ratings.Merit pay was the first attempt by firms to create apay-for-performance system. However, due to employer (and employee) dissatisfaction with merit pay plans, the trend is to eliminate them and instead use pay-for-performance plans that are more objective (such as bonus plans), and that use specific performance measuring criteria that aid in the performance appraisal process.3 This trend includes both the private and public sectors, because the merit pay system in the federal sector has also been inadequate.BonusA bonus is a generic term involving a type of pay-for-performance plan. Managers can give a bonus for individual or group performance, and for meeting objectives such as MBO (management by objectives). Researchers and practitioners have given these plans high marks for motivating employees, for creating loyalty, and for meeting performance objectives. In addition, bonuses reduce the turnover of high-performing employees and increase the turnover of low performers, who do not get bonuses. If the bonus system is well-designed, they also create internal equity. As such, bonus systems (pay-for-performance) are the current trend in compensation.Skill-Based PaySkill-based pay emphasizes a company s desire to increase the skills and knowledge of its workforce. It may involve classes, voluntary job rotation, or tests. Itsbenefits are many, including having trained people available to do a job if someone is absent. Skill-based pay also works well with quality circles because:? it provides employees with a better understanding of the jobs their coworkers perform;? it reduces resistance to restructuring or other needed changes; ? it leads to a more flexibleworkforce that can better adapt to new technologies or processes; and it encourages a learning environment.It does, however, require a large investment in training which can be expensive.Competence-Based PayCompetence-based pay (the grid system) is very new and does vary from plan-to-plan. The idea is not only to reward employees for how well they do a job, but for how they do the job. For example, a competence-based pay plan can be used to persuade workers to use the computers that are sitting on their desks, or to adapt to other changes that come along. The rationale behind a competence-based pay plan is to keep employee skills current.CEO CompensationThe compensation of CEOs (and other top executives) has also been changing, and now includes more pay incentives—such as stock options —to better link performance with compensation. Plans linking executive pay with performance may include stock options, cash bonuses, phantom stock, or deferred compensation, all of which are ways of making top management more accountable for company performance. Today, performance considerations are a larger part of executive compensation. TheSecurities and Exchange Commission also requires corporations to explain the rationale behind their executive compensation programs to shareholders.GainsharingGainsharing is a pay-for-performance plan in which “gains” are shared with employees for improvements in profitability orproductivity.Gainsharing plans are designed to create a partnership with employees so that both management and labor are working toward the same goals and that both groups are benefiting from the results. Gainsharing is a growing trend, and it fits well with other trends, such as participatory management, worker empowerment, and teamwork. It is also being used in many service businesses, such as banking and insurance. Gainsharing encourages employee involvement and acceptance of change, and aligns employee goals with company goals.Five Types of Pay IncentivesWhile all pay incentives can be generically coined as “gainsharing,”we will briefly mention five types:1. ESOPs. Employee Stock Ownership Plans allow the sharing of gains throughdividends and any increase in the value of company stock. ESOPs do create ownership in the company for employees that may result in additional motivation, but they do not necessarily have aparticipative-management component.2. Profit-Sharing Plans. Profit-sharing plans allow employees to share in the revenue they helped generate. This sharing can be either deferred or immediate. Some observers argue that associating rewards and performance is difficult if managersonly give rewards annually, and that perhaps employees should not share in the profits because they do not share in the risks. However, companiessuch as Lincoln Electric and Ford feel that profit sharing is a strong inducement to increase performance. The current rate of growth of these plans is significant. For best motivational results, companies should use a system that is based on some criteria that employees understand, instead of just an arbitrary amount. The advantage of profitsharing plans is that employers do not have to pay a large sum of money if the profit target is not met.3. Scanlon Plans. Scanlon plans allow employees to share in any savings in laborcost (using a ratio) that is due to their increased performance. The rationale for ScanIon plans is to help employees identify with and participate in the company. Employees participating in such plans may have access to suggestion programs, brainstorming sessions, or committees to solve production problems. The employer and the employees then share in the savings that result.4. Rucker Plans. Rucker plans allow employees to share in any improvement in theratio of employee costs to the valued added in manufacturing. This is the most complex gainsharing plan, because it deals with four variables: labor costs, sales value of production (changes in equipment, or work methods, for example), purchases of outside services such as subcontracting, or utilities, and purchases of outside materials, involving “inventory, theft, and so on”. Rucker plans are designed to give employees a stake in areas such as reducing labor costs, using raw materials, and outsourcing decisions. As such, everyone shares in the savings.5. Improshare Plans. Improshare plans allow employees to share in productivitygains that occur because of their efforts.[sup5] Following the Improshare approach, managers give bonuses when the actual hours for a specific amount of productivity are less than the standard that they created using a formula. The savings are split between the company and the workers, in a ratio such as 50?50. CHANGES IN BENEFIT PLANSChanges in benefit plans have occurred as a result of efforts to keep up with trends, to contain costs, and to meet government regulations. Employees often view benefits as an entitlement, and their cost—which has steadily increased—now averages 36 percent of total wages. The trend is to get the most out of benefits, while keeping costs down. For example, employers do not want to pay for any overlap of coverage, or to pay too much for coverage. As their costs continue to go up, employers are now starting to question how much employees value their benefits. For example: ? Do they support recruitment, motivate, and retain good employees? ? Do they support the strategic mission of the firm?? Do proposed benefits support the company s retention goals and the demographics of potential recruits?? Do they support the company culture or the culture the company now wants to promote? A movement now exists among employers for measuring benefit results and continuously evaluating benefits. A focus on Total Quality Management makes the internal employee the customer of HR departments who have the product of “benefits.” HR departments want to satisfy the篇三：企业薪酬管理外文翻译文献企业薪酬管理外文翻译文献(文档含英文原文和中文翻译)翻译：宽带薪酬体系——薪酬模式的创新视野摘要：最近，有关“企业人力资源管理中的有效激励”的问题吸引了许多产业界和学术界的学者的关注。
人力资源管理薪酬管理外文翻译论文外文文献
The Fatal Flaw in Pay for PerformanceMany corporate boards, responding to shareholder and public pressure, are designing pay-for-performance plans to hold CEOs accountable. But there is often a crucial flaw in such schemes: They don’t pay for performance with integrity.The omission—evident from compensation committee reports in top companies’ proxy statements—is striking. Corporations, after all, face unceasing pressures to make the numbers by bending the rules, and an integrity miss can have catastrophic consequences, including indictments, fines, dismissals, and collapse of market capitalization. Furthermore, performance with integrity creates the fundamental trust—inside and outside the company—on which corporate power is based.A board should explicitly base a defined portion of the CEO’s cash compensation and equity grants on his or her success in handling the foundational task of fusing high performance with high integrity at all levels of the company. Why don’t boards do that They may be uncertain about the meaning of integrity and how to assess its integration into financial performance.Step one, then, in designing pay for performance with integrity is using the following definition: Integrity is a uniform corporate culture with three elements—robust adherence to formal rules; adoption of ethical standards that are in the company’s long-term enlightened self-interest; and employee commitment to honesty, candor, fairness, trustworthiness, and reliability. Step two is for the board to assess whether the CEO has infused high performance with high integrity. The board can do that by answering the following questions, using hard analytics as well as the board members’ own ju dgment.Has the CEO established company-wide performance-with-integrity principles for which the firm’s leaders are responsible and accountable Examples of these include demonstrating committed and consistent integrityleadership; managing performance with integrity as a business process; using early-warning systems to stay ahead of global trends; providing timely, risk-assessed training; and giving employees a voice.Have the CEO and top managers implemented these principles through robust practices If leaders don’t invest time, effort, and resources in embedding key integrity practices in business processes, “tone at the top” is just window dre ssing. For examples, see the sidebar “The Practice of Performance with Integrity.”Has integrity permeated every aspect of the corporate culture One vital tool for assessing that is an annual, anonymous employee survey across all businesses and regions that asks, “Is integrity compromised by business pressures” and “Are the leaders’ verbal commitments to integrity reflected in action” The board can also have outside HR experts periodically conduct 360-degree assessments of the CEO and top executives that explore such questions.Has the CEO met annual performance-with-integrity objectives set by the board One example might be effectively handling a major miss or crisis—an environmental accident, a bribery case, or a financial restatement—and remedying the problem systematically after a candid analysis of its causes. Another objective might be hiring leaders in emerging markets such as China, Russia, and India who are skilled in integrating performance and integrity.How do business divisions rate comparatively The board should look at how integrity practices differ among divisions and how the CEO deals with laggards. It should also look at how the units rank against external peers. This may require data from news or government reports or a comparative audit by, say, a former regulatory official.The board’s standards for assessing pay for performance with integrity should also define a new set of “specs” in the company’s CEO succession planning. In evaluating candidates, the board should ask: Do they possess the knowledge, experience, and skills to drive a robust performance-with-integrity culture deep into the company’s global operations The same specsshould be used to evaluate the compensation of senior executives and set goals for leadership development programs. That’s the best way to ensure that, over the long term, the company’s top ranks are filled with managers who live by the principles and practices of performance with integrity—and thus help the company avoid debilitating risks and secure the trust that is vital to doing business.Here’s a sample list of ques tions greatly shortened because of space limits that will help boards assess a CEO’s performance-with-integrity practices. They can be answered using tools like process reviews and substantive audits and external outcomes such as environmental violations or customer complaints.LeadershipDoes the CEO...communicate to the organization that integrity must never be compromised to make the numbersdiscipline generals, not just troops, for integrity lapsesaddress difficult integrity issues regularly at staff meetingsBusiness processesDoes the CEO...build a strong integrity infrastructure—processes for preventing, detecting, and responding to lapses in all businesses and regions—and put A players in charge of itassess integrity needs realistically and provide adequate funding for those activitiesrespond promptly to early warnings on trends in legal, ethical, and country risksGiving employees a voiceDoes the CEO...encourage reporting of financial, legal, and ethical concerns through a system that prevents retaliationensure that concerns are investigated fairly and promptly, that trends are tracked, and that remedial action is taken if neededFrom the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was theallocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influencein the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.2The function of compensationThe function of compensation may from the enterprises, workers and social aspects to inspect:①From the point of view of the enterpr ises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor by enterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improvetheir work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consistent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships.②From the point of view of the employee, compensation has thefollowing functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, withthe basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work.Third,reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense ofsecurity and a sense of security for the staff.③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will bewilling to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resources reasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.Compensation has always been an attention task, it is not merelyrelated to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject.The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basicfunctions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation.Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct atthe organization's goals. Therefore, not only to study some kind of motivation how is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadershipis seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation.At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Maslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks thatit generally has five levels of needs in social life by people:physiological needs, security needs and society needs, respect needs andself-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layerto rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to thetheory simple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivation is proposed by FulumuV. H. Vroom who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve acertain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency.In the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform of enterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the E&Y factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, E&Y factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decompositionto the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.Due to the inference of traditional structure and the traditional concept, the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the inputand output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positionson the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise.From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a big resistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.Through the design of compensation in E&Y factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system.During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.绩效薪酬的致命缺陷小本杰明·海涅曼迫于股东和公众压力,许多公司董事会都在努力建立与业绩挂钩的薪酬体系,以期CEO们恪尽职守;但是,此类薪酬体系往往存在一个致命缺陷：仅关注业绩,而忽略了操守;从顶级公司股东委托书所附的薪酬委员会报告可以看出,这种忽略是显而易见的;毕竟,上市公司始终面临着完成业绩目标的巨大压力;为此,它们不惜违规违纪;然而,这种职业操守的缺失将导致各种灾难性后果,包括起诉纠纷、罚款赔付、解雇免职以及市值暴跌;殊不知,操守与业绩并重,才能在公司内外赢得最基本的信任,而公司力量也只是建立在信任的基础之上;在公司各个层面上将高尚操守和卓越业绩相融合是CEO的基本任务,董事会应该在CEO的现金和股权报酬中划出一定比例,专门与CEO在上述任务上的表现挂钩;但董事会为何没有这样做呢这可能是因为他们自己对操守的含义也并不确定,更不知道该如何考核职业操守与财务业绩的融合了;那么,董事会要设计重操守的绩效薪酬制,第一步要做的就是引入操守概念：操守是全公司的统一文化,有三个要素组成——坚决遵守正式的规章制度；采用符合公司长远利益同时又不损害他人利益的伦理标准；员工要承诺做到诚实坦率、公平公正、可信可靠;第二步,董事会需运用一些复杂的分析工具,当然也要运用他们的个人判断力,来考核CEO是否已经把高尚操守和卓越业绩相融合;董事会可根据以下问题判断：CEO是否在全公司范围内制定了操守和业绩并重的薪酬制度,且由公司领导层对此负责举例而言,CEO应该做到：领导层始终如一地恪守职业操守,把操守和业绩的结合当作一项业务流程来管理,运用预警系统抢先把握全球商业规范趋势,及时提供道德风险评估培训,并保证员工的发言权;CEO和高管们是否在实践中贯彻了这些原则如果领导层没有投入足够的时间、精力和资源,将关键的操守原则落实到公司的业务流程中,那么所谓的“高层主张”就只不过是空口白话而已;操守原则是否已渗透到公司文化的每个层面一个重要的评估工具就是覆盖公司所有业务及地区的员工匿名年度调查表,其中包括这些问题：“操守原则是否会向商业压力让步”“在恪守职业操守方面,领导是否言行一致”董事会还可以定期邀请外部的人力资源管理专家,同样就此类问题对CEO和高管进行360度评估;CEO是否完成了董事会设定的操守和业绩并重的年度目标比如说,这个目标是：CEO有效处理严重失误或危机如环境事故、贿赂案,或者财务造假,并且在对事件起因进行坦诚分析后,有条不紊地解决问题;又比如：在新兴市场如中国、俄罗斯和印度聘用善于兼顾操守与业绩的领导者;公司各事业部在职业操守方面的相对表现如何董事会要观察各事业部之间的操守差异,以及CEO是如何处理那些落后分部的;同时,董事会还要将这些事业部与公司外部的同行进行比较;这可能需要从新闻报道、政府报告或前监管机构官员的的比较审计资料中收集数据董事会在明确上述考核标准时,还应制定一套新的CEO继任“规范”;在考量候选人时,董事会应该问：他们的知识、经验、能力是否有利于推动操守和业绩并重的健康企业文化,使之深入公司在全球的每一个经营机构另外,这套规范还应当运用在高管薪酬评估,以及领导人培养项目的目标设定中;长期来看这也是确保公司高层坚持操守和业绩并重原则的最佳方式,有助于公司规避风险,获取商界成功所必需的信任;操守与业绩并重的管理实践下面列出的一份问题清单样本限于篇幅,问题数量已经大大缩减,对董事会评估CEO兼顾操守与业绩的实际行为会有所帮助;要找到这些问题的答案,可以借助流程评估、独立审计和外部影响如环境损害或客户投诉等手段;领导力CEO是否……告知组织上下,操守原则决不向像业绩目标让步不仅仅规范普通员工的操守,同时也约束高层领导的行为定期在员工会议上处理有关操守的棘手问题业务流程CEO是否……为员工恪守职业操守创造必要的基础条件——设计流程用以防范、发现并处理公司各业务、各地区内的不端行为,并安排明星员工负责此项工作现实地评估操守需求,并拨出足够的经费予以支持对法律风险、伦理风险和国家风险的变化提出预警,并及时应对让员工有发言权CEO是否……鼓励员工通过正式系统来报告财务问题、法律问题以及伦理问题,同时防止员工因此遭受打击报复确保及时公正地研究问题,跟踪问题的发展趋势,并在必要时采取补救措施从生产力角度看,它是企业生产或其他经济活动中投入的活劳动的货币资金表现形式,是产品最终成本的构成要素;在市场经济条件下,企业主要通过薪酬来核算或计量生产与其他经济活动中活劳动的消耗;由于竞争的压力,企业必须考虑不断降低活劳动的成本;从生产关系角度看,薪酬体现为收入分配的结果,是员工所获得的分配份额;在我国现行社会制度下,薪酬是劳动者获取生活资料进行消费的主要来源;它对消费水平和消费结构都有重要的影响,而消费实际上是劳动力再生产的过程,劳动力的再生产又对下一步生产具有重要影响;因此,薪酬水平的持续稳定提高对于推动生产或其他经济活动具有十分重要的意义;薪酬的这种两面性,决定了薪酬管理实际上就是对生产成本上不断降低薪酬支出与收入分配上不断提高薪酬水平的这一矛盾而作出的一种调节;①从企业方面看,薪酬具有以下功能:一是增值功能;薪酬既是企业购买劳动力的成本,也是用来交换劳动者活劳动的手段,同时还是一种对活劳动的投资,它能够给雇主带来预期大于成本的收益;这种收益的存在,为企业主雇佣劳动力、投资劳动力提供了动力机制;二是激励功能;薪酬是对劳动者和经营者工作绩效的一种评价,反映着其工作的数量和质量状况;因此,薪酬可以激励员工不断提高工作效率和工作积极性;三是协调功能;一方面薪酬额的变动,将组织的目标和管理者的意图传递给员工,协调员工与企业之间的关系,促使员工行为与企业目标相一致;另一方面,合理的薪酬差别和结构,能有效地调解雇员之间的矛盾,从而协调好人际关系;②从员工方面看,薪酬具有以下功能：一是劳动力再生产保障功能;员工通过劳动和服务行为换取薪酬,从而能满足本人及家庭的吃、穿、住、用等基本生活需求,进而实现着劳动力的再生产;二是价值实现功能;薪酬是企业对员工工作付出的一个评价,是对员工工作能力和水平的承认,也是对个人价值实现的回报,是晋升和成功的信号,它反映了员工在企业中的相对地位和作用,能使员工产生满足感和成就感,并进而激发出更大的工作热情;三是合理的薪酬能加强员工对企业的信任感,增强员工对预期风险的心理保障意识和安全感;③从社会方面看,薪酬对社会具有劳动力资源的再配置功能;人们一般都会愿意到薪酬较高的地区、部门和岗位工作,作为管理者可以利用薪酬差别可以引导人力资源的合理流向,促进人力资源的有效配置,实现人力资源开发和利用效率的最大化;另外,薪酬也调节着人们对职业和工种的评价,薪酬水平从某种程度上反映着该职业或工种的社会价值,从而调节着人们职业的愿望和就业的流向;薪酬历来都是一个倍受关注的课题,它不仅仅关系到每个人的切身利益,更是牵涉到每个组织,整个社会,乃至整个国家的社会经济发展;所以,薪酬也历来是国内外学者研究的重要课题;激励理论是薪酬管理理论的基础;激励是薪酬众多功能中最重要、最基本的功能之一;如何通过薪酬来激励员工的工作积极性和工作效率,是进行薪酬研究、设计和薪酬管理的核心内容;合理、公平和富有竞争力的薪酬是激励员工努力工作的最重要因素之一;合理、有效的薪酬管理机制与激励之间是一个良性的互动过程;有效的薪酬机制必然激励员工以更高的数量和质量完成工作任务,而更高数量和质量的工作也必然带来更高的薪酬;激励原本是一个心理学的概念,就其本质而言,它是表示某种动机所产生的原因,即发生某种行为的动机是如何产生的;例如,同样一个人,为何有时工作积极,有时却精神萎靡不振,无心做事,甚至消极怠工现在,把激励这个概念引入到管理实践中,就赋予了新的含义;也就是说激励是一种精神力量或状态,对员工起加强、激发和推动作用,并指导或引导员工行为指向组织的目标;因此,不仅要研究某种动机是如何产生的,关键更要研究如何促使被管理对象产生某种特定的动机,如何引导他们拿出自己的全部力量来为实现某一目标而努力;当今社会,激励已经越来越被许多管理者在实施指导与领导工作中被视为重要的方法,从而有效地结合人力,运用技术,达到统一全体员工的意志,又使个人心情舒畅,实现组织的目标;在对人的认识的基础上,许多学者对人的需求、行为进行了研究,但研究的目的都有一个是相同点,即:如何激发动机,如何分析需求,如何判定行为,通过人们需要的满足达到自己的基本目标,从而实现有效激励;目前国内外学者所公认的激励理论主要有:需求层次理论、双因素理论、公平理论、期望理论等;下面本文简单地对需求层次理论、期望理论作一个介绍;马斯洛提出了需要层次理论,认为人类的需要是以层次的形式出现的,由低级的需要开始逐级向上发展到高级的需要;马斯洛认为人们在社会生活中一般有五个层次的需要:生理需要、安全需要、社会需要、尊重需要、自我实现的需要;马斯洛还认为,当一种需要得到满足后,另一种更高层次的需要就会占据主导地位,个体的需要是逐层上升的;从激励的角度看,没有一种需要会得到完全满足,但只要其得到部分的满足个体就会转向追求其它方面的需要了;按照马斯洛的观点,如果希望激励某人,就必须了解此人目前所处的需要层次,然后着重满足这一层次或在此层次之上的需要;马斯洛的理论得到了普遍的认可,特别是得到了广大实践中的管理者的认可;这主要归功于该理论简单明了、易于理解、具有内在的逻辑性;其最大的用处在于它指出了每个人均有需要;身为主管人员,为了有效地激励下属,就必须要了解其下属需要满足的是什么;期望理论是美国心理学家弗鲁姆提出的;期望理论的基本观点是:人们在预期他们的行动将会有助于达到某个目标的情况下,才会被激励起来去做某些事情以达到目标;绩效是三大知觉的函数:期望、关联性和效价;从心理学的角度来考察,期望理论包含三种特定的心理联系:首先是努力付出与业绩联系,即指个人所感知的通过努力能够实现预期业绩日标的可能性;其次是业绩与薪酬的关系,它是个人对通过一定水平的努力能够取得预期薪酬的认定程度;最后是结果或薪酬的吸引力,表明实现预期结果或所获得的薪酬对个人来说重要性有多大;在国有企业改革的进程中,企业内部薪酬制度的改革一直是各级管理者普遍关注的热点;企业薪酬制度的改革贯穿于国有企业改革的全过程;虽然各级管理非常重视薪酬设计与薪酬制度的改革但是目前我国的绝大多数企业的薪酬制度还是面临着诸多的问题和不足,许多企业的员工对薪酬制度的满意度总是不高,企业的薪酬制度并没有能发挥出应有的激励作用,没有变成职工行为的规范;和其他国有企业一样;进行薪酬管理时,还没有充分地认识到企业的薪酬制度一定要支持和服务于企业的战略目标的重要性;在较大程度上存在着就薪酬论薪酬,把公平、合理地分配薪酬本身当成一种目的而不是关注什么样的薪酬制度会在企业改革与发展过程中有利于企业战略和人力资源战略的实现,没有从自身的总体战略和人力资源战略出发来改革和完善薪酬制度,并没有立足于企业的经营战略和人力资源战略,以劳动力市场为依据,最后形成企业的薪酬管理系统;企业在薪酬管理方面缺乏有经验的专业人力资源管理部门来对企业的中长期的发展战。
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Enterprise salary reward management Salary the overall function of function and management of human resource that reward is consistent also for is can attract and encourage the human resource needed by enterprise from labor economy angle speak salary reward have three great merits can: guarantee function, courage function and regulation function .Referring to the angle of management function the salary with reasonable establishment reward management system is every problem that enterprise needs solve. In recent years ,as enterprise manages, mechanism change and establish modern enterprise system step by step needs, the built in wages degree of assignment system of enterprise the self who changes enterprise into gradually from government behavior .Therefore how to meet market needs establish with modern enterprise system appearance the supplement salary ,that suits enterprise self development reward management system and distribution scheme, high limit land development enterprise human resource can become every important program of current Chinese enterprise.
Salary the substance that rewarded, it is that enterprise, for employee, is the contribution done by enterprise that function and purpose salary reward , include realization Jig effect, the
corresponding repayment and that effort ,tine ,knowledge ,ability ,experience and creation pay that paid out or thank . Essentially , it is a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy. And according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.
企业薪酬管理（初稿）薪酬管理的功能和人力资源管理的功能总体来说是一致的。
它能吸引和激励企业需要的人力资源。
从经济学讲人力资源，它具有三大功能：保障功能，激励功能和调节功能。
从人力资源方面来看，薪酬主要体现在激励功能。
建立合理的薪酬管理制度是每一个企业需要解决的问题。
几年来，随着企业经营的慢慢转换盒建立现代化企业的需要，它的内部工资制度由政府转化为企业自身。
所以，如何适应市场的需要，建立与现代化企业相匹配，适合企业自身发展的薪酬制度与分配的制度，最大限度的开放企业的人力潜能，成为当前中国企业的重要课题。
薪酬的实质，功能和目的。
薪酬是企业对员工为企业所做的贡献，其中包括绩效，努力，时间，学识，技能，经验与创造所付出的回报与答谢。
本质上是一种公平的交易和交换。
按贡献本身就隐含着等价交换的意义。
反映了劳动市场的价值规律。
企业薪酬管理（校正稿）
企业薪酬管理薪酬管理的功能和人力资源管理的作用总体来说是一致的。
它能吸引和激励企业需要的人力资源。
从经济学讲人力资源，它具有三大功能：保障功能，激励功能和调节功能。
从人力资源方面来看，薪酬的主要体现在激励功能。
建立合理的薪酬管理制度是每一个企业需要解决的问题。
几年来，随着企业经营的慢慢转换盒建立现代化企业的需要，它的内部工资制度由政府转化为企业自身。
因为这样，如何适应市场的需要，建立与现代化企业相匹配，适合企业自身发展的薪酬制度与分配的制度，最大限度的开放企业的人力潜能，成为当前中国企业的重要课题。
薪酬的实质，功能和目的。
薪酬是企业对员工为企业所做的贡献，其中包括绩效，努力，时间，学识，技能，经验与创造所付出的回报与答谢。
本质上薪酬管理是一种公平的交易和交换。
按贡献本身就隐含着等价交换的意义，反映了劳动市场的价值规律。
企业薪酬管理（定稿）
企业薪酬管理薪酬管理的功能和人力资源管理的作用总体来说是一致的。
它能吸引和激励企业需要的人力资源。
从经济学讲人力资源，它具有三大功能：保障功能，激励功能和调节功能。
从人力资源方面来看，薪酬的主要体现在激励功能。
建立合理的薪酬管理制度是每一个企业需要解决的问题。
几年来，随着企业经营的慢慢转换盒建立现代化企业的需要，它的内部工资制度由政府转化为企业自身。
因为这样，如何适应市场的需要，建立与现代化企业相匹配，适合企
业自身发展的薪酬制度与分配的制度，最大限度的开放企业的人力潜能，成为当前中国企业的重要课题。
薪酬的实质，功能和目的。
薪酬是企业对员工为企业所做的贡献，其中包括绩效，努力，时间，学识，技能，经验与创造所付出的回报与答谢。
本质上薪酬管理是一种公平的交易和交换。
按贡献本身就隐含着等价交换的意义，反映了劳动市场的价值规律。