黎巴嫩银行职员工作满意度和员工的绩效【外文翻译】

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员工对绩效考核系统的感知外文文献翻译最新译文

文献出处：Boachie-Mensah F, Seidu P A. Employees’ perception of performance appraisal system: A case study[J]. International Journal of Business and Management, 2012, 7(2): p73. 原文Employees' Perception of Performance Appraisal System: A Case StudyBoachie-Mensah, Francis O; Seidu, Peter Awini1. IntroductionIn today's competitive business world, it is understood that organizations can only compete with their rivals by innovating, and organizations can be innovative by managing their human resources well. The human resource system can become more effective by having a valid and accurate appraisal system used for rating performances of employees (Armstrong, 2003; Bohlander &Snell, 2004). Unfortunately, the number of organizations using an effective performance appraisal system (PAS) is limited (Hennessey &Bernadin, 2003).Perceptions of employees about the targets, outcomes and uses of performance appraisal (PA) results would be beneficial depending on a number of factors. For example, employees are more likely to be receptive and supportive of a given PA programme if they perceive the process as a useful source of feedback which helps to improve their performance (Mullins, 2007). Employees are likely to embrace and contribute meaningfully to a given PA scheme if they perceive it as an opportunity for promotion, and as an avenue for personal development opportunities, a chance to be visible and demonstrate skills and abilities, and an opportunity to network with others in the organisation. On the other hand, if employees perceive PA as an unreasonable attempt by management to exercise closer supervision and control over tasks they(employees) perform, various reactions may result. PA will be effective if the appraisal process is clearly explained to, and agreed by the people involved (Anthony et al., 1999). Without adequate explanation or consultation, PA could turn counterproductive. In addition, staff motivation, attitude and behaviour development, communicating and aligning individual and organisational aims, and fostering positive relationships between management and staff are essential for successful appraisal (Armstrong, 2003).In order to obtain accurate PA information, raters must provide objective and unbiased ratings of employees. Due to difficulty in developing an accurate performance checklist, managers' subjective opinions are frequently called for. Many organizations use some combination of subjective and objective assessment for actual PA. Yet, there are numerous problems in actual assessment of employee performance (Corbett &Kenny, 2001). The existence of such problems suggests that PAS may be fraught with biases or errors, resulting in compromised evaluations of employees' accomplishments and capabilities. And the PAS of the institution of study might not be an exception. For a PAS to be perceived as fair, it must be free of bias. It is known that appraisal errors can harm perceptions of pay system fairness by confusing the relationship between true performance differences (Miceli et al., 1991). The importance of effective PA in organizations cannot be over emphasized as appraisals help develop individuals, improve organizational performance and feed into business planning. An understanding of the phenomenon, therefore, in every sector of human endeavor is imperative. This recognition has raised interest in studying people's perceptions of the quality of PA in organizations (educational institutions inclusive). There, however, seems to be a paucity of credible data on the quality of PA in Ghana's educational sector. The Ghanaian situation is relatively unexamined in genreacademic literature. This makes it difficult to fashion an appropriate management intervention to address any existing problem, because the exact dimensions of the challenge and its causes are not known. It is against this backdrop that this study was undertaken. It sought to assess the level of perceived PA biases in the educational sector in Ghana by analysing employees' perceptions of PA in one of the ten polytechnics in the country. The study sought to examine PA from the perspective of employees' perceptions of errors with the view to gathering and analysing information that could assist in development of innovative approaches to achieve both individual and corporate goals. Findings of the study would help fill the gap in extant literature. The findings would also provide useful insights and guidelines for enhancing the quality of PA in organizations.2. Literature Review2.1 The process and purpose of performance appraisalStudies show that there are many approaches for evaluating employee behaviour and performance with respect to job tasks and/or organisational culture. As a result, various applications of PA have left many managers in a state of confusion and frustration with the employee evaluation process (Gurbuz &Dikmenli, 2007). This situation seems to negatively impact the popularity of appraisal systems in many organizations. Most people support the concept and purpose of PA, in spite of their concerns about the process and application of appraisal outcomes by managers (Grote, 1996). The biggest complaint from managers is that they are not given sufficient guidelines to assess people; and the biggest complaint from employees is that the process is not equitable and fair. PA concentrates much in assessing past behaviours of employees, a situation some managers exploit to victimise unfavoured employees (Bersin, 2008). Timing of appraisal; Selection of appraisers and Providing feedback(Scullen et al., 2003). Early PA processes were fairly simple, and involved ranking and comparing individuals with other people (Milkovich &Boudreau 1997). However, these early person-based appraisal systems were fraught with problems. As a result, a transition to job-related performance assessments continues to occur. Thus, PA is being modified from being person-focused to behaviour-oriented, with emphasis on those tasks or behaviours associated with the performance of a particular job (Wellbourne etb al., 1998).Regarding the purpose of PA, Cleveland et al. (1989) describe four types of uses of performance appraisal: between person, within person, system maintenance and documentation. Between person uses are what have been referred to as administrative purposes, consisting of recognition of individuals' performance to make decisions regarding salary administration, promotions, retention, termination, layoffs and so forth. Within person uses are those identified in Management by Objectives (MBO), such as feedback on performance strengths and weaknesses to identify training needs and determine assignments and transfers. PA also helps in organisational goals, which are referred to as system maintenance uses. Finally, documentation purposes are to meet the legal requirements by documenting HR decisions and conducting validation research on the PA tools. Some organizations are attempting to meet all of these goals simultaneously while they continue to use tools that were designed for one type of purpose (Wiese &Buckley, 1998). Jawahar and Williams's (1997) findings suggest that ratings collected for administrative purposes are more lenient than ratings for research or developmental purposes. Although rating scale formats, training and other technical qualities of PA influence the quality of ratings, the quality of PA is also strongly affected by the administrative context in which they are used (Murphy &Cleveland, 1995). Effective managers recognise PAS as a tool for managing, ratherthan a tool for measuring subordinates. Such managers use PA to motivate, direct and develop subordinates, and to maximise access to important resources in the organisation to improve productivity.2.2 Rater issuesResearchers have shown considerable interest in variables related to the individual doing the appraisal (Lefkowitz, 2000; Levy &Williams, 2004; Robbins &DeNisi, 1998). One of the most studied rater variables is rater affect (Levy &Williams, 2004).A general definition of affect involves liking or positive regard for one's subordinate (Lefkowitz, 2000). Forgas and George's (2001) study suggests that affective states impact on judgements and behaviours and, in particular, affect or mood plays a large role when tasks require a degree of cognitive processing. In PA, raters in good mood tend to recall more positive information from memory and appraise performance positively (Sinclair, 1988). Affective regard is related to frequently higher appraisal ratings, less inclination to punish subordinates, better supervisor-subordinate relationships, greater halo, and less accuracy (.Lefkowitz, 2000). Antonioni and Park (2001) found that affect was more strongly related to rating leniency in upward and peer ratings than it was in traditional top-down ratings. This effect was stronger when raters had observational time with their subordinates.A second broad area related to raters is the motivation of the rater. Traditionally, researchers seemed to assume that raters were motivated to rate accurately, and that the problems with the appraisal process involved cognitive processing errors and complexities (Levy &Williams, 2004). This position has, however, been questioned, leading to attempts to identify and understand other elements of raters' motivation and how such motivation affects the appraisal process. The issues involved include individual differences and the rating purpose on rating leniency. Most practitionersreport overwhelming leniency on the part of their raters, and this rating elevation has been found in empirical papers as well as surveys of organizations (Murphy &Cleveland, 1995; Villanova et al., 1993; Bernadin et al., 2000). The role of attribution in the PA process has also attracted recent research attention on how the attribution that raters make of ratees' behaviours affect their motivation to rate or their actual rating (Struthers et al., 1998). Raters consider ratees' behaviours and their reputations when drawing attributional inferences and deciding on appropriate rewards (Johnson et al., 2002). This implies that attributional processing is an important element of the rating process, and these attributions, in part, determine raters' reactions and ratings. Another aspect of rater motivation has to do with rater accountability (Frink &Ferris, 1998). Klimoski and Inks (1990) posit that raters distort appraisal ratings more when they are to be held accountable to the ratee for those ratings. They emphasise that accountability can result in distortions of performance ratings. This view is confirmed by other research findings (Mero et al., 2003; Shore &Tashchian, 2002). There have also been calls from practitioners to use accountability as a means of improving the accuracy of appraisal ratings, increasing acceptance of the appraisal system, and making the HR system more efficient (Digh, 1998).2.3 Ratee issuesA second major focus of PA research relates to the role of PA in ratee motivation and ratee reactions to PA processes. The research focusing on motivation is generally categorised as being about either (1) the links between performance ratings and rewards or (2) those elements of the PA process which increase ratees' motivation, such as participation (Levy &Williams, 2004; Goss, 2001; Campbell et al., 1998). One theme of some recent work is that although merit pay systems sound like agood idea, there is very little evidence indicating that they are at all successful (Goss, 2001). In spite of its intuitive appeal and theoretical support, merit pay plans seldom reach their objectives (Campbell et al., 1998). Mani (2002) argues that while pay is an important motivator along with recognition, work enjoyment, and self-motivation, very few organizations actually link the PAS to pay or compensation in any clear, tangible way. Starcher (1996) contends that how well employees perform is much more a function of the situational constraints they experience than their own skills or motivation. But Levy and Williams (1998) argue that these situational constraints are not so important to exclude social or motivational factors that have been quite clearly linked to employee satisfaction and productivity over the years.译文员工对绩效考核系统的感知:一个案例研究门萨；弗朗西斯；彼得1 引言在如今竞争日益激烈的商业世界，据悉，组织只有通过创新才能与竞争对手竞争，尤其是组织人力资源方面的创新。

员工激励外文翻译文献

员工激励外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Employee Motivation: A Powerful New ModelBy Nitin Nohria, Boris Groysberg & Linda-Eling LeeHow to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always compare themselves with others), and it was difficult to satisfy (we always want more).Combination: Many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. "Driving", people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the "fight but fled" basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.Reward System: "gain" the most easily through the organization of driving system of rewards. Of course, it also depends on the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.Culture: If it meet the "combination" force among employees, cultivating strong friendship, the most effective way is to establish a promote teamwork, cooperation, open and friendly culture.Post designing: It is satisfied with “understanding” force that it is the optimal way to design a meaningful and have fun and challenging positions.Performance management and resource allocation process fairness, credible, transparent, performance management and resource allocation process, help satisfy people's "defensive driving".In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole company boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.Copyright © 2008 Harvard Business School Publishing Corporation. All rights reserved.Talent "flow" and "left"By Peter Cappelli 2003-05-01For other company employees openly, it rarely occur in the past, but now it is already used the enterprise. The rapidly changing demands of the market rapidly changing constantly updated the organization. However, no one is willing to see his talent was away. Once the excellent employees leave, the enterprise will hit. If hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. Now, we have a choice: that is attractive to market-oriented strategy. This strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.Today, many enterprises in staff loyalty are dependent on salary, but many attractive salary is a kind of mechanism. Other personnel loss can be used to reduce the method is: the post to design - the United States through the heavy UPS tedious work load from the driver package for other employee, stripping there was more to keep the driver, To cultivate employees work or specific project team loyalty, Hire skills in talent market demand is not high on the staff, The staff in the work place much temptation job-hopping, And other companies to provide staff into pairs across the company's career path. If there is no way to prevent loss of personnel, the enterprise can also use outsourcing, strengthen job, workwill hire employees and standardization, cross training around theshort-term organizational work, etc.If the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are more like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.Copyright © 2003 Harvard Business School Publishing Corporation. All rights reserved.Let who evaluate staffBy Frederick F. Reichheld & Paul Rogers 2005-11-01In the era of wooden, transport and the crew that recruits the appropriate command them to the same direction with traces the OARS will not be easy. In the past, the captain of the common approach is waving the whip crew. Now, in this business, enterprise how to motivate employees when?Recently, in order to solve the problem of all kinds of organization is a constant headache, some companies began to staff’s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. These examples:In the enterprise, the branch managers, employees want to get promotion, they belong to the service quality team to achieve or exceedthe average company, or any single people could not get a promotion. This company USES the performance index called "enterprise rental company service quality index", its meaning for customer service in asking whether satisfaction, what percentage of people playing a full five points.Applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. If managers can successfully hold the top 80% of the employee performance, it can obtain the reward. If the 20% of employees for worst performance, the managers will not be punished accordingly.Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved.译文：员工激励的“四力模型”作者：尼廷・诺里亚，鲍里斯・格鲁斯伯格，琳达－埃琳・李如何让员工创造出最佳绩效是管理者长久以来面临的严峻挑战。

社区银行经营绩效中英文对照外文翻译文献

社区银行经营绩效中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:Efficiency Ratios and Community Bank PerformanceFred H. HaysUniversity of Missouri—Kansas CityStephen A. De LurgioUniversity of Missouri—Kansas CityArthur H. Gilbert, Jr.University of West FloridaAbstractThis study develops a multivariate discriminate model to differentiate between low efficiency and high efficiency community banks (less than $1 billion in total assets) based upon the efficiency ratio, a commonly used financial performance measure that relates non-interest expenses to total operating income. The model includes proxies for the banking regulatory CAMELS rating variables including: the equity capital to total asset ratio, net charge-offs to loans, salaries to average assets, return on average assets, the liquidity ratio and the one year GAP ratio. The discriminate model is tested using data for 2006, 2007 and 2008. This includes periods of high performance as well as deteriorating industry conditions associated with the current financial c risis. The model’s classification accuracy ranges from approximately 88% to 96% for both original and cross-validation datasets.Keywords Efficiency ratio, community bank, CAMELS; discriminate analysis; financial crisisIntroductionThe global economic and financial crisis initially affected large financial institutions like Citibank, Bank of America and Wachovia. As the effects spread throughout the U.S. economy, especially during the latter part of 2008, smaller institutions, including about7,000 community banks (with under $1 billion in assets measured at the individual bank level rather than the bank holding company level) have been affected as well. Community banks are characterized by not only their relatively small size but also their focus on local banking markets rather than regional, national or global markets.While sub prime lending is frequently cited as a catalyst for current banking problems, community banks have been adversely affected by a decrease in liquidity in the overall financial system as well as deterioration in traditional residential real estate loans, commercial and industrial loans and consumer loans including credit cards and student loans. Overall profitability in the banking industry has plunged from near record highs in 2006 to an industry loss of $32.1 billion in the fourth quarter of 2008, a -0.94% quarterly return on average assets. (FDIC Quarterly Banking Report, Fourth Quarter 2008). For all of 2008 total industry profits were a mere $10.2 billion, a year-to-year reduction of almost 90%. Net interest margins for community banks fell to the lowest levels in 20 years.Even before the recent financial crisis, the number of banks in the US declined by about half since 1980. Most of these were community banks. Predictions of their total demise have not materialized. Changes in technology, fierce competition and changing population demographics have not eliminated their presence. These forces do raise questions, however, about the ability of the least efficient to continue to operate.This study looks at factors that differentiate efficient from inefficient community banks using the efficiency ratio, a popular tool used by bank financial analysts. The efficiency ratio measures the level of non-interest expense needed to support one dollar of operating revenue, consisting of both interest income and non-interest or fee income. The value of the efficiency ratio can be influenced by changes in salaries and benefits, labor productivity, technology, utilization of physical facilities especially branch offices along with many other factors including economies or diseconomies of scale.The analytical framework in this study is based on the CAMELS rating system, a device created by federal banking regulators to assess the overall performance of commercial banks (Rose, 2010). The CAMELS acronym stands for Capital adequacy, Asset quality, Management, Earnings and Liquidity. Regulators created an additional measure, Sensitivity, to evaluate market risk associated with changing interest rates and other factors. This study uses proxy variables to represent each of these dimensions of bank performance.This study also employs multiple discriminate analysis to investigate the differences between high efficiency and low efficiency banks based upon the level of the efficiencyratio. A model is developed that demonstrates substantial differences between high and low efficiency banks. The model is tested using year-end data for 2006, 2007 and 2008. This incorporates periods of high profitability as well as the negative effects of the financial crisis on recent periods including year-end 2008 when the brunt of the current crisis hit. This is the most recent data currently available.Bank profitability as measured by return on average assets (ROAA) in Chart 1 was at near record levels from the late 1990’s until the end of 2006. Beginning in 2007 ROAA began to deteriorate rapidly. The decline in asset quality in 2008 forced banks to increase their provisions for loan losses which further reduced profits.Chart 2 depicts both the increase in non-current loans (loans 90 days or more past due) and net charge-offs (loans that have been deemed to be uncollectible). While non-current loan rates were considerably higher in the early 1990’s during the Savings and Loan and Banking Crises compared with the levels at year-end 2008, the level of actual charge-offs in 2008 exceeded the highest level in the early 1990’s.The efficiency ratio is calculated by dividing overhead expenses by the sum of net interest income and non-interest or fee income. It is a measure of how effective a bank is in using overhead expenses including salaries and benefit costs and occupancy expenses as well as other operating expenses in generating revenues. Other things being equal, a decrease in the efficiency ratio is viewed as a positive while a rising efficiency ratio is generally undesirable. The efficiency ratio can rise temporarily when a bank expands facilities. For example, opening a new branch immediately adds to overhead costs including staffing. New loans may not be immediately forthcoming. Fee income may be slow developing as well. As a result there can be a short-term spike in the efficiency ratio.Chart 3 shows the differences between the efficiency ratios for community banks with assets less than $1 billion and larger regional and national banks. The efficiency ratio for community banks has risen by almost 10% since the late 1990’s. The increase has been particularly notable since 2005. By contrast, efficiency ratios for banks in excess of $1 billion in assets are actually lower at year-end 2008 than in 1998. Among other things, this may reflect the growing consolidation of large banking organizations during this period as organizations such as Nations Bank and Bank of America merged. It may also include the effects of merging banks with non-bank financial institutions including insurance companies (such as Traveler’s merging with Citicorp) that became possible after passage of the Gramm Leach Bliley Act in late 1999.The economies of scope and scale may reduce average costs and result in lower efficiency ratios.Efficiency ratios are subject to controls of overhead expenses as implemented by senior management and the board of directors. Economic theory assumes that managers will seek to reduce overhead expenses in an attempt to maximize profits. Edwards (1977) offers an opposing view that bank management may choose to maximize utility rather than profitability. This expense preference theory has been developed in bank management literature. Williamson (1963) notes that management may increase “staff expenditures, managerial emoluments and discretionary profits” rather than focus strictly on maximizing profits. If management prefers larger staffs or more locations, this is normally reflected in the short term in higher efficiency ratios. Such decisions may or may not contribute to long-run profitability.Review of LiteratureLiterature on community bank performance, especially related to efficiency and bank strategy continues to expand. The following discussion summarizes some research in this area over the past decade. Wall (1985) examined small and medium sized banks from the early 1970’s until deregulation occurred in the early 1980’s. He found that profitable banks had lower interest and non interest expense than less profitable banks. In addition, the more profitable banks had lower cost of funds, greater use of transactions deposits, more marketable securities and higher capital levels.Gup and Walter (1989) found that consistently profitable small banks stressed basic banking with low cost funds and high quality investments. The study examined banks from 1982 to 1987 during the early stages of bank deregulation. During this period there were considerable differences between regions due to declining energy, real estate and commodity prices. High performance banks during this period made higher quality loans, held proportionately more capital, invested more in securities (especially long-term) and relied on lower cost funding sources compared with the average small bank.Zimmerman (1996) examined community bank performance in California during the early 1990’s, a period of slow recovery for these institutions. Excessive reliance on real estate lending caused deterioration in asset quality which reduced overall profitability. Lack of geographic diversification further compounded community bank performance.Two different studies by Bassett and Brady (2001; 2002) examined recent performance of community banks. The 2001 study found that many small banks from 1985-2000 vanished through mergers and acquisitions. Increased competition with stock, bond and mutual fund investments may have weakened the competitive position of small banks. These community banks, nevertheless, were able to compete effectively againstlarger banks due in part to superior knowledge of local loan markets combined with a reluctance of customers to bank with out-of area institutions. Bassett and Brady’s (2002) study found that small banks grew more rapidly than large banks from 1985-2001 with profitability remained at a high level. While interest costs increased, this was more than offset by higher returns on earning assets.Gilbert and Sierra (2003) used the Federal Reserve System for Estimating Examination Ratings (SEER) surveillance system to estimate the probability of failure for community banks (which they define as less than $1 billion in assets) versus large banks (with assets greater than $1 billion). The failure probability declined for both groups during the 1990’s. The risk of failure since about 1997 rose slightly for community banks and as of 2003 were about 4 basis points higher than for large banks.Myers and Spong (2003) examined community bank growth in the 10th Federal Reserve District (Kansas City) with an emphasis on economic conditions in slower growing markets. These slower growing markets presented problems in loan quality as well as staffing including senior management and directors. Community banks in low growth markets experienced higher overhead costs relative to income than banks in higher growth markets.DeYoung, Hunter and Udell (2003) provided an extensive investigation of community bank performance commencing in the early 1970’s. They concluded that while many community banks have left the industry in the past three decades, many more inefficient banks must still exit in order for those remaining to be competitive with their larger bank counterparts.Critchfield, Davis, Davison, Gratton, Hanc and Samolyk (2005) in a study of past, present and future community bank performance conducted for the FDIC concluded that community banks continue to be of interest because 1) they still constitute over 90% of all banks,2) they are economically important to small business and agricultural lending and 3) they represent a disproportionately large percentage of FDIC failure costs.MethodologyThis study examines the performance of low efficiency vs. high efficiency community banks using data from year-end 2006-2008. High vs. low efficiency is defined in terms of the efficiency ratio, a commonly used measure of bank performance. The efficiency ratio (ER) is non-interest expenses divided by the sum of interest income and non-interest income (fee income). A higher ratio value indicates relative inefficiency while a lower value indicates greater efficiency. Inefficiency can be the result of overstaffing, excessivesalaries and benefits, investments in new branches that have yet to become profitable along with other reasons. In this study we use a “polar extremes approach” that defines high and low efficiency banks while eliminating the middle group. For additional discussion of this approach to discriminate analysis see Hair et.al. (1998).Efficient banks are defined as those with efficiency ratios (ER) less than 51 while inefficient banks are those with efficiency ratios greater than 81. This corresponds to one standard deviation below and above the mean ER of 66.Community banks are defined in this study as banks with total assets less than or equal to one billion dollars. This cutoff value is consistent with many current studies of community bank performance. To assure that special purpose banks such as credit card banks are excluded from the study, only banks with loan to deposit ratios greater than 25% and less than 125% are included. To eliminate problems associated with de novo (newly chartered) banks, an additional constraint that banks be chartered prior to December 31, 2002 was applied.After applying the previous screening parameters, the result is 739 low efficiency banks and 674 high efficiency banks, the universe of U.S. banks that meet the screening criteria described above. Data are obtained from a relational database available by subscription from SNL Financial. The data are based on quarterly reports by commercial banks and bank holding companies filed with the Federal Deposit Insurance Corporation and published in the FDIC Reports of Condition and Income.The Model and ResultsThe CAMELS rating system was developed by federal banking regulators as a composite measure of overall commercial bank performance. Bank management and the board of directors receive an aggregate performance score on a scale of 1-5 where 1 is the highest rating and 5 is the lowest. Banks rated 4 or 5 are considered “problem banks” and are severely limited in their operations by their respective regulators. These ratings may require obtaining additional capital, limitations on interest rates paid on deposit liabilities, limitations on dividend distributions, etc. Under the prompt corrective action requirements of the FDIC Improvement Act of 1991, banks in the problem bank categories must respond quickly or face closure (Rose, 2010).Banks are also evaluated by federal or state regulators on individual performance elements including capital adequacy, asset quality, management, earnings, liquidity and sensitivity to market fluctuations (especially interest rate risk exposure). Deficiencies are reported to management and the board of directors for corrective action. These ratings arenot, however, reported to the public because of concern that such knowledge might precipitate excessive withdrawals of bank deposits creating a “run” on a troubled bank and perhaps impairing public confidence in the overall banking system (Lopez, 1999).The CAMELS variables can be easily approximated. Such proxies are common in commercial banking literature. Of the six CAMELS variables, the measurement of “management” is the most subjective since it is normally evaluated and assigned a score by the bank examination staff. In our study we use the ratio of salaries and benefits to average assets as a proxy for management since salaries and benefits are generally the largest non-interest expense element of bank overhead and are also controllable by management.The final linear discriminate model contains the following six CAMELS variables: Z= α +β 1 E2TA +β2 NCO2L +β 3 SalAA + β4 ROAA + β5 LiqR + β6 1yrGAP (1) Where:α = ConstantE2TA= Equity Capital to Total Assets (Capital)NCO2L= Net Loan Charge-offs to Loans (Asset quality)SalAA= Salaries and benefits to Avg. Assets (Management)ROAA= Return on Average Assets (Earnings)LiqR= Liquidity ratio (Liquidity)1yrGAP= GAP ratio, 1 year (Sensitivity to market changes)These variables are listed in order of relative importance based on the structure matrix presented in Table 4 with Return on Average Assets (ROAA) representing the most important. The first four variables retain the same relative ranking in all three years; The liquidity ratio (LiqR) is ranked fifth in 2006 but is ranked last in 2007 and 2008. Based on banking theory and empirical studies these variables appear reasonable discriminators between low efficiency and high efficiency banks. For example, one would intuitively expect that a low efficiency bank would have by definition higher average overhead costs associated with overstaffing, low worker productivity, high investments in bricks and mortar facilities, older technology, etc. This cost disadvantage would be expected to lower profits as measured by return on average assets compared with high efficiency banks. Indeed, the mean ROAA for low efficiency banks ranges between -.286% to .3245 while the ROAA for high efficiency banks ranges from 1.0% to 1.726%. (Table 1) An important factor affecting profitability is the ratio of salaries and benefits to average assets (SalAA). Low efficiency banks have an average SalAA ratio as high as of 2.361% in 2007 which is substantially higher than the 1.291% for high efficiency banks in2006. (Table 1)Asset quality is an important issue for most banks. While it is seldom profitable (or even desirable) to totally eliminate credit risk, it is important that this risk be properly managed and controlled within reasonable limits. A proxy for asset quality is the loan charge-off to loan ratio. Charge-offs occurs when management deems a loan to be uncollectible. Sometimes regulators pressure banks to write down loans when credit conditions deteriorate. As rule of thumb, a typical charge-off ratio based on historical averages is at or less than one percent. Both groups are substantially below that benchmark target. Low efficiency banks have a value of about 65% while high efficiency banks are even lower at 23%. (Table 1)Banking regulators monitor the capital positions of banks quite closely. Since banks, by their nature, are highly leveraged institutions, a decrease in the ratio of equity capital to total assets would also reduce the cushion that banks have to absorb credit or market related losses.When the capital ratio declines, the risk that the deposit insurance fund might be required to pay insured depositors rises. This creates a built-in tension between the desire of shareholders to use leverage to magnify returns on equity vs. the desire of regulators to insure the safety and soundness of the banking system. During the period from 2006-2008 low efficiency banks on average held smaller percentages of capital than did higher efficiency banks.Liquidity is the ability of a bank to provide cash in the face of unanticipated withdrawals of deposits or for other reasons. Banks earn nothing on assets held as cash. Other assets such as reserves held at the Federal Reserve have historically not earned a return (although recent changes allow the Fed to pay a small positive return on reserve balances). Banks hold secondary reserves in the form of highly marketable securities, in particularly U.S. Treasury bills, notes and bonds.Banks are subject to the vagaries of interest rate changes. Since bank deregulation commenced in 1980 with passage of the Depository Institutions Deregulation and Monetary Control Act (DIDMCA), banks have moved toward asset/liability management systems. These generally identify and track rate sensitive assets and liabilities. These are assets and liabilities that either mature or reprice within a given time period. If a bank has more rate sensitive assets than liabilities and interest rates rise, a bank’s net interest margin would improve; if rates fall, the bank’s net interest margin would shrink. GAP management techniques that manage the relationship between rate sensitive assets and rate sensitive liabilities are utilized to manage the bank’s interest rate risk. While some banks use ashorter time interval such as one quarter, because of data constraints a one year GAP ratio is incorporated in the model.Classification AccuracyUltimately any discriminate model is judged by its ability to correctly classify observations into their correct groups. The model discussed above correctly classifies 92.7% in 2006, 96.2% in 2007 and 88.1% in 2008 [Table 2]. The 2008 results appear to be affected by overall deteriorating economic and financial conditions as both high efficiency and low efficiency banks suffered declining asset quality.This study uses the “hold-one out” cross validation procedure contained within SPSS 16.0 which sequentially withholds an observation and repeatedly refits the model. The classificatory accuracy of the cross-validation approach is virtually the same as with the original dataset. [Table 2]Two observations should be made about the classification results. First, while the group sizes are not precisely the same (n low=739 and n high= 674) they are approximately the same percentages (52.3% vs. 47.7%). Second, the overall classification accuracy is so high (from about 88% to over 96%) that traditional measures such as proportional chance criterion and Press’s Q overwhelmingly confirm the discriminatory power of the model.The critical Z value or optimal cutting score for the discriminate function represents the dividing line separating the two groups. A Z score can be calculated for every bank in the study based on information on its values for all six discriminate variables. This individual score can then be compared to the critical Z value to determine into which group the bank belongs. The formula for the critical Z score for unequal group sizes is Zcu = (n A Z B+n B Z A)/(n A+ n B) which Z A and Z B are the group cancroids’ and n A and n B are the number of banks in each group.1 The critical Z score for our model is 0000478. [(-.831*674 + .757*739)/1413] The separation between groups can be seen in Exhibit 1 using 2006 data which displays a plot of group cancroids’.Additional Analysis of ResultsTable 3 contains results of tests of equality of group means for variables related to high vs. low efficiency banks for 2006-2008. The top three ranked variables are respectively 1) Return on Average Assets (ROAA), 2) Salary and Benefit Expense to Average Assets (SalAA) and 3) Equity to Average Assets (E2TA) as indicated by the structure matrix in Table 4.The one year GAP measure was not statistically significant in any of the periods.Moreover, the GAP ratio was ranked fifth or sixth in each period based on the structure matrix data in Table 4. The equity to asset ratio (E2A) shows a statistically significant difference between low and high efficiency banks for 2006 and 2007. For 2008, however, the differences are not significant. The liquidity ratio (LR) is statistically different in 2006 but not in 2007 or 2008.Wilks’ Lambda and 2 test statistics contained in Table 5 indicate the overall model is highly significant at the =.000 level in all three periods from 2006-2008.ConclusionThis study uses a commonly used measure of bank performance, the efficiency ratio, as a basis for identifying low versus high efficiency banks. It utilizes a linear multivariate discriminate model to identify variables that differentiate between these two groups. In addition to profitability as measured by return on average assets, other important variables include salaries to average assets, the liquidity ratio, the equity capital to asset ratio, loan charge-offs to loans and a one year GAP measure.Community banks that desire to survive and thrive should pay attention to these variables. Most of these are strategic variables over which management and the board of directors have considerable control. Staffing issues, decisions about deposit mix, credit standards, and quality and branching decisions are within the scope of managerial decision-making. While the liquidity ratio is partly determined by exogenous factors such as market loan demand, competition and the stage of the business cycle, it is controllable within limits. The future for community banks favors those that are sufficiently adept at understanding operating efficiency. The ability to compete with larger institutions with greater resources depends on it. As the banking industry recovers from the current economic and financial crisis, attention must be paid to efficiency as a potential strategic advantage.Journal of Finance and Accountancy译文:效率比率与社区银行的经营绩效摘要本研究利用多元化的判别模型来区分的低效率和高效率的社区银行（总资产不到10亿美元）根据效率比率，以及非利息支出，营业总收入等常用测量财务业绩的方法。

员工对绩效考核系统的感知外文文献翻译最新译文

员工对绩效考核系统的感知外文文献翻译最新译文The ___ can only stay ahead of their rivals by being innovative。

and a key aspect of this is having a valid and accurate performance appraisal system (PAS) in place to rate employee performance (Armstrong。

2003.Bohlander & Snell。

2004)。

However。

it is ___ (___。

2003).2.___Aperformanceappraisalsystem(PAS)___ Dessler (2005)。

___ and potential。

The PAS is a critical tool in the human resource management process that ___ weaknesses。

and to provide feedback on how employees can improve their performance。

It also helps to align employee performance with the overall goals of the n (Dessler。

2005.Armstrong。

2003).3.___This ___ research method that involves the n and analysis of data from a single case or a small number of cases (Yin。

2003)。

A purposive sampling technique was used to select participants for the study。

绩效考核中英文对照外文翻译文献

绩效考核中英文对照外文翻译文献(文档含英文原文和中文翻译)绩效考核与员工满意摘要：绩效考核通常也称为业绩考评或“考绩”，是针对企业中每个职工所承担的工作，应用各种科学的定性定量的方法，对职工行为的实际效果及其对企业的贡献或价值进行考评。

绩效考核作为一种有效的企业管理手段，在企业管理中发挥着非常重要的作用，是企业人力资源管理的核心。

本文对当前我国绩效考核中存在的问题做了详细的分析。

针对问题，文章提出从绩效考核的各个角度进行控制，从而确保绩效考核高效到位，最终发挥人力资源管理的作用。

关键词：绩效考核问题分析建议21世纪是知识经济时代，随着经济竞争的加剧，人们越来越认识到人力资源是当今时代经济发展的第一资源。

随着人力资源管理在中国企业的发展的日趋成熟,绩效管理作为人力资源管理的重要组成部分在企业内部的地位也越发重要。

绩效考核是人力资源管理的核心问题之一，是保障并促进企业内部管理机制有序运转，实现企业各项经营管理目标所必须进行的一种管理行为。

美国组织行为学家约翰·伊凡斯维其认为，绩效考核可以达到以下八个方面的目的：为员工的晋升、降职、调职和离职进行评估；组织对员工的绩效考评的反馈；对员工和团队对组织的贡献进行评估；为员工的薪酬决策提供依据；对招聘选择和工作分配的决策进行评估；了解员工和团队的培训和教育的需要；了解员工和团队的培训和教育的需要；对工作计划、预算评估和人力资源规划提供信息。

绩效考核是企业管理员工的有效手段,也是主要途径,在企业管理中具有不可替代的核心地位。

但是,现在有很多企业的绩效考核与企业的发展策略相脱节,企业绩效考核体系也只是一个空壳而已,根本达不到对员工进行考核的目的,甚至还适得其反,导致人才流失。

因此，对企业的绩效考核工作进行分析，找出存在的问题，并解决这些问题成为企业势在必行的工作。

1当前绩效考核中存在问题及原因分析1.1对绩效考核的认识不充分（1）认为绩效考核只是人力资源部的事。

员工绩效考核方案-中英文对照

员工绩效考核方案-中英文对照PERFORMANCE APPRAISAL PLAN员工绩效考核方案1. General Principles总则In order to standardize the performance appraisal policy of MFC, the Compan y constituted this plan. 为规范公司对员工的考察与评价，特制定本制度。

2. Objective考核目的2.1 To bring up a professional talent group with high agglomeration and tea m building spirit. The talent management system shall be guided by perform ance appraisal.在公司造就一支业务精干的具有高度凝聚力和团队精神的人才队伍，并形成以考核为核心导向的人才管理机制。

2.2 To evaluate the past performance promptly and equitably, affirming achie vements, finding out problems and preparing for the improvements on next phases. 及时、公正地对员工过去一段时间的工作绩效进行评估，肯定成绩，发现问题，为下一阶段工作绩效的改进做好准备。

2.3 An empowerment tool to involve employee in managing own performance especially in obtaining feedback.为员工自我管理提供相应手段，特别是能得到绩效反馈。

2.4 To support an employee’s efforts of successful development and supply t he personal information and decision gist on salary, welfare(including stock o ption )adjustment and training plans.支持员工职业发展，为员工薪酬待遇（含员工持股权调整）以及相关的教育培训提供人事信息与决策依据。

内部营销之间的关系,员工工作满意度与国际饭店绩效外文翻译(可编辑)

内部营销之间的关系，员工工作满意度与国际饭店绩效外文翻译外文翻译原文Relationships among Internal Marketing, Employee Job Satisfaction and International Hotel PerformanceThe concept of internal marketing employed in the service sector is crucial to excellent service provision and successful external marketing whicth calls for an exploration in details. Taking this concept into account, this paperptesens an empirical study on the correlations among internal marketing, employee job satisfaction and organizational performance with respect to international hotels in Taiwan. Findings show significant correlations among internal marketing, employee job satisfaction and performance of international hotels. These findings can provide a basis for futurv academic research of related topics as well as a solid reference for business owners and managers in the service sector Ⅰ. IntroductionSeveral experts Thomas. 1978; Gronroos. 1990; Kotler. 2000 have consecutively proposed a conceptual framework of service marketing known as the "Service Triangle" to incorporate the concepts of Internal Marketing, External Marketing and Interaction Marketing into a more intensive concept, in developing these marketing strategies, attentionshall be given to conventional marketing strategies with the aim of providing services that are unique and acceptable to the external customers to win their loyalty. Attention shall also be given to the value of employees, with the goal of determining them to be a contributory to the overall "organizational capital" of the business. Kotler explains that internal marketing is more important than conventional external marketing. Further, Greene et al., point out that internal marketing is the key to excellent service and to successful external marketing. These two views justify the exploration ofthe marketing concept, i.eInternal Marketing, within a business organization in the service sector. Research reveals that the concept and the action of an enterprise's internal marketing upgrade employee job satisfaction Tansuhaj et al., 1991; Rafig and Ahmed. 2000; Conduit and Mavondo, 2001. and in turn improve the organizational performance of the enterprise Pfeffer and Veiga, 1999; Neheker et al., 2001. This study presents an empirical exploration into the correlations among internal marketing, employee job satisfaction, and organizational performance of the international hotels in Taiwan, and thus to contribute to practical implementation ofthe correlations and additional academic research in the future.Ⅱ. Literature Review1. Implication of Internal MarketingPrevious research about internal marketing can be divided intofour categories:1 Treating the Employee as an Internal Customer. Many experts Sasser and Arbeit, 1976; Berry, 1981; Greene et al. l994:Cahill, 1996; Hultet al., 2000 believe that the task of internal marketing is to view the jobs as products; and employees as customers.2 Developing Employee Customer Orientated Behavior. Piercy and Morgan 1991address the application of marketing skill in the internal marketing of a company. They argue that the company should adopt a framework similar to that of its external marketing and develop a marketing program aimed at the internal market. The goal would be to stimulate service awareness and customer oriented behavior. Many other experts share the same viewpoint Gronroos, 1985;Heskett, l987;Gronroos, 1994; Plefferand Veiga, 1999: Conduit and Mavondo, 2001.3 Human Resource Management HRM Orientation. According to Joseph 1996, internal marketing should be incorporated with HRM theories, technologies and principles. Cooper and Cronin 2000 believe that internal marketing is comprised of efforts within organizations to train and encourage employees to provide better services.4 Internal Exchange. Baketal. 1994 propose that allowing efficient operation of an exchange relationship between the organization and its employees is the first move to arrive at the organization's objectivesin the external market. Cahill 1996, Pitt and Foreman 1999 share similar comments.2. Measuring Job SatisfactionJob Description Index JDI Smith et al., 1969 is the most frequently quoted scale when measuring job satisfaction. The scale includes areas like type of job, remuneration, promotion, superior management, and joh associates. However, Spector 1985 has identified some problems with JDI when it is applied to employees from the service sector. Thus Spector developed the Job Satisfaction Survey JSS that essentially bringing more to the forefront aspects of satisfaction of remuneration, promotion, management styles and relations, welfare, incentive, operation procedures, associate relationships, job description, and communication.3. Measuring an Organization's PerformanceComparatively comprehensive viewpoints on measuring performance of an organization have been introduced since the 197O's. Indices suggested by Campbell 1977 include general performance, productivity, efficiency, profit, quality, absenteeism, job satisfaction, motivation, morality, organizational growth, and market share. By referring to documentation complied on performance of an organization, Venkatraman and Ramanujam 1986 classify the variables in measuring that performance into three groups: I Financial performance sales growth, profitability andearnings per share. 2 Operational performance market share productquality, innovation and intrtduction and new products, marketing effectiveness, added manufacturing value, and technical efficiency; and 3 Organizational performance inclusive of those two performances described above, consideration of stakeboiders, resolution of various conflicting objectives in a mutual mission, and satisfaction of the objectives of stakeholders. In research of performance of an organization relates also to the field of general management face certain problems, including the absence of a consistent standard for performance comparison, difficulties in a confinnation of tbe consequences between the topic of study and tbe objective fmanciai pertortnance figures, the failure to access correct fmanciai information, free of window dressing or manipulation by surplus. Some experts propose the use of subjective performance standards e.gthe subjective recognition or feeling of those interviewed as the index of scale Covin et al., 1990; Delaney and Huselid, 1996 Ⅲ. Analysis of Empirical Results1. Results and Discussions1 Importance of Addressing Internal Marketing in the Service Sector. According to Lovelock 1996. the service sector features highly intensive contact with customers, and the quality of service achieved relies entirely on the impression the customers have ofthe service person employee delivered during the course of providing service Zeithamal and Bitner. 2000. Therefore, experts believe that the organizationalenterprise must make job satisfaction the focus for its internal employees George, 1990 before injecting customer-oriented service commitments into the circumstance/ joh description/job expectation Gronroos, 1985; Heskett. 1987. Before such service employees can he well prepared and achieve sound professional service techniques and competence Cooper and Cronin, 2000; Rafiq and Ahmed, 2X0. Management in the service sector should emphasize the concept and hands-on approach of internal marketing. The international tourism industry is a representative industry, having highly intensive contact with customers. Thus, the importance of introducing into management philosophy both related and feasible measures of internal marketing cannot be overstated.2 Verification of Hypotheses Empirical results from this study linear structure model analysis strongly support all the hypotheses, namely that internal marketing has positive impacts on employee job satisfaction; and that employee job satisfaction and internal marketing both have positive impacts on performance of an organization. There was correlation among all the concepts defined in the hypothetical mode ofthe study, and that correlation attained a significant level and excellent good of fitness.2. Management Implications and ContributionsThe contributions ofthe study to management theory and its implications for practicalmanagement application are summarized asfollows;1 Literature review and an empirical research method were the bases for logical inference from the variables variants of this study. Statistic analysis highly supported the empirical results of the study and would be a suitable reference for subsequent research of topics linked to internal marketing. 2 Through the examination of the correlations among internal marketing, employee job satisfaction, and organizational performance, the intermediate mode, i.e. the relationship of employee job satisfaction to internal marketing and operation performance, as presented by this study can also be a valuable reference in any subsequent studies. 3Service persons employees are the most important resource in the service sector and also the primary marketers who deliver excellent service to the customer. In addition, the service person helps achieve that customer satisfaction, and upgrades the entire pertbmiance ofthe enterprise. Therefore, management should be aggressively engaged in internal marketing to arrive at a synergy of satisfied employees and upgraded organizational performance.译文内部营销之间的关系,员工工作满意度与国际饭店绩效通过一些优良的服务和对外营销细节的成功探索,提出在服务部门就业,内部营销观念是关键。

对巴西酒店员工满意度的研究调查【外文翻译】

本科毕业论文（设计）外文翻译原文：Research on employee satisfaction survey in Brazil HotelsOften, studies on Brazil primarily focused on industry trends and economic issues (Brown 1995; Smith 2003). The country illustrates the entire spectrum of economic development, thus it provides a wealth of research opportunities for management scholars. Bahia is the largest of the coastal states in the North-eastern region of Brazil. Salvador, Bahia’s capital and the colonial capital of the country, has a population of 2.5 million and its tourism industry is second in Brazil only to that of Rio de Janeiro. Salvador is the third largest city in Brazil and accounts for roughly one-sixth of Bahia’s population. We chose the city of Salvador as our study location as it has a highly indigenous population, 60% of its citizens are employed in the service sector and it is representative of the demographic makeup of Bahia. It also reflects Brazil’s cultural mores based on Hofstede’s cultural dimensions (1980) of high power distance, collectivism, high uncertainty avoidance, femininity, and a moderate long-term orientation, as indicated by a pre-test of 100 native Salvadorians conducted prior to the study.MethodsSampleFive hotels in Salvador, Brazil comprised the study locations. The hotels were selected to achieve diversity within the sample along severaldimensions. The business models included locally owned operations, national hotel chain members and sole proprietorships to allow variety in type of establishment. Hotels located in both rural and urban settings in different segments of the city were used to optimize variability. Hotel class levels included 2-, 3- and 4- star operations. Hotels ranged in size from 30 rooms to 1,000 rooms. While hotel type, class and location were important for diversity, specific hotels were selected due to accessibility and guest traffic/or average occupancy rates. The more accessible establishments with a 50% occupancy rate were targeted.Managers were contacted in advance for permission to participate in the study. Hotel industry workers were identified for observation, interview, and participation in the study based upon job title and shift assignment. On-the-job observations and personal interviews constituted the primary data collection methods. Interviews continued until theoretical saturation had been achieved. Qualitatively, the number of subjects is contingent upon theoretical saturation of information, thereby, indicating that respondents were revealing no new information beyond that obtained from previous respondents. This procedure is consistent with the recommendations of Glaser and Strauss (1967).Data collectionData collection involved four modalities conducted by three American researchers and one Brazilian assistant over two three-week periods. One of the American researchers was familiar with Bahian culture through acculturation and spoke the Portuguese language fluently. First,hotel employees were observed on the job. Second, primary and follow-up interviews were performed with hotel employees. At the hotels, contract workers commonly offered ancillary services such as transportation andtours for the hotel guests. Third, the contract workers were observed on the job. Fourth, contract workers for the hotels were interviewed. All observations and interviews were conducted using a previously designed in-depth protocol to assureconsistency (Miles, Sledge and Coppage 2005). Interviews were utilized over self-report questionnaires to benefit from face-to-face communication and to allow for explanation of concepts that might be culturally bound or culturally specific. In addition, work environment surroundings together with non-verbal information allowed interviewers to capture reinforcement data on job satisfaction. Furthermore, the observations allowed an additional collection method to minimize the effects of common method variance (Saxton and Dollinger 2004). The structured interview questions requested demographic information such as sex, age, education/preparation, job level/position, job tenure and other factors noted in Table 1. No unions were operating in any of the hotels in the study, so union membership was not questioned. Global interview techniques such as back translation, dual listeners, translator presence, random sampling and multifaceted questions were used to reduce interviewer bias and ethnocentrism, as well as recency and halo effects from the participants.We chose to modify existing job satisfaction survey instruments to conduct the interviews based on methodological concerns documented in the literature (Hwang and Chi 2005). Many of he previous instruments were constructed in a questionnaire format, which could limit the richness of the information captured. Face-to-face interviews allow for cultural cues to surface during the data collection process. Therefore, we integrated the elements from existing instruments deemed most useful to this study into a personal interview format. For instance, Hackman and Oldham’s (1980)Job Diagnostic Survey (JDS) includes employee motivation, job satisfaction levels, and employee growth and development, all desired job outcomes. The JDS links these items to many of Herzberg’s (1966) factors, including task significance, autonomy, feedback, managerial relations, coworkers, meaningfulness of work, responsibility and appropriate training for the job. However, it does not incorporate the cultural aspects of work, which we felt were important.While the Job Description Index (JDI) of Smith, Kendall and Hulin (1969) is one of the most commonly used scales, it was deemed somewhat inappropriate because we focus on the services sector and JDI is better suited to manufacturing environments (Hwang and Chi 2005). Spector’s (1985) Job Satisfaction Survey (JSS) offers more application to the service industry but with a limited focus on culture. Our interview questions, accordingly, incorporate elements from the three instrumentsin order to address issues relevant to hospitality industry workers and to consider cultural factors. We include 13 factors, whereas JDS incorporates four factors, JDI incorporates five factors and JSS incorporates ten factors. Sample guidelines from the observation protocol and sample interview questions can be found in Box 1. Translators were present during each interview to ensure that respondents fully understood the questions.Data analysisRespondent data gathered during the observations and interviews were analysed by using a comparative case method as suggested by Ragin (1994). Here, individual respondents were deemed to be separate cases for evaluation purposes. Based on the Two-Factor theoretical framework, key variables were identified from each case write up. Respondents’ key factors were identified and coded (Miles and Domke-Damonte 2000; Zhangand Rajagopalan 2002) using motivation theory and satisfaction theory frameworks.The Brazilian sample indicated that some of the hygiene factors did promote dissatisfaction,as expected. These primarily included the areas of salary,security, and policy and administration. Other hygiene factors, such as supervision, working conditions, relationships with coworkers and status did not elicit overwhelming dissatisfaction among the employees. These results support the findings of Garibaldi de Hilal (2006), who noted that ambiguity, hierarchy and relational networks permeate Brazilian hotel organizational culture. It may be that these workplace factors are important in service industries and in South American organizations. For instance, the observed discomfort associated with queries regarding the degree of satisfaction may explain this finding and may be indicative of cultural mores. Perhaps it is not acceptable to exhibit dissatisfaction with work given the high reverence of service. Or perhaps, holding a job is so valued that one dare not display dissatisfaction with work. Given the observed presence of teamwork and employee loyalty, possibly commitment is the more pertinent precursor to employee performance than job satisfaction in the environment assessed. These findings merit further study in this area.对巴西酒店员工满意度的研究调查通常，在巴西的研究主要集中在行业发展趋势和（布朗1995;史密斯2003年）的经济问题。

外文翻译--员工激励

毕业论文（设计）外文翻译一、外文原文：原文：Employee MotivationNohria Nitin; Groysberg Boris; Lee Linda-ElingGetting people to do their best work，even in trying circumstances, is one of managers' most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history's most influential thinkers about human behavior -- among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow -- have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didn't have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak -- to learn more about the human brain. Our synthesis of the research suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note. It's hard to argue with the accepted wisdom -- backed by empirical evidence -- that a motivated workforcemeans better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees' overall motivation?We recently completed two major studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses -- a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune 500 companies. To define overall motivation, we focused on four commonly measured workplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organization's ability to meet the four fundamental drives explains, on average, about 60% of employees' variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting the drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardelli's lackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on the drive to acquire at the expense of other drives. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment that interfered with the drive to defend: Employees no longer felt theywere being treated justly. When Nardelli left the company, Home Depot's stock price was essentially no better than when he had arrived six years earlier. Meanwhile Lowe's, a direct competitor, gained ground by taking a holistic approach to satisfying employees' emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but employees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article we'll look more closely at the drivers of employee motivation, the levers managers can pull to address them, and the "local" strategies that can boost motivation despite organizational constraints.The Organizational Levers of MotivationAlthough fulfilling all four of employees' basic emotional drives is essential for any company, our research suggests that each drive is best met by a distinct organizational lever.The reward system. The drive to acquire is most easily satisfied by an organization's reward system -- how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest employees embraced their new company -- to an unusual extent in the aftermath of an acquisition -- in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted effort to better meet the drive to acquire -- that is, by establishing very clear links between performance and rewards.Historically, the company had set high business-performance targets, but incentives had done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vice president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-management organizations in the United States. It was one of the few mid-cap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture. The most effective way to fulfill the drive to bond -- to engender a strong sense of camaraderie -- is to create a culture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWest's silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for both companies, the new structure encouraged people to break old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues -- cutting through the bureaucratic and political processes that can slow decision making at the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortune's list of "100 Best Companies to Work For." The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design. The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging.Cirque du Soleil, is committed to making jobs challenging and fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employeesalso get to say a lot about how performances are staged, and they are allowed to move from show to show to learn new skills. In addition, they get constant collegial exposure to the world's top artists in the field.Performance-management and resource-allocation processes. Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet people's drive to defend. RBS, for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.The Role of the Direct ManagerOur research also revealed that organizations don't have an absolute monopoly on employee motivation or on fulfilling people's emotional drives. Employees' perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their supervisor's control, influence their motivation, but they are discriminating when it comes to evaluating that supervisor's ability to keep them motivated. Employees in our study attributed as much importance to their boss's meeting their four drives as to the organization's policies. In other words, they recognized that a manager has some control over how company processes and policies are implemented.Employees don't expect their supervisors to be able to substantially affect the company's overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within their spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguishbetween top and bottom performers. Similarly, even in a cutthroat culture that doesn't promote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significant limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about what managers should be able to do in meeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates' drives to acquire, bond, and comprehend. However, his subordinates indicated that his ability to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this manager's superior ability to fulfill three of the four drives, his relative weakness on the one dimension damaged the overall motivational profile of his group.Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that company only up to the 56th percentile -- but an improvement on all four drives would blast it up to the 88th percentile.Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers' ability to motivate them as highly, on average, as they rated the organization's ability to fulfill their four drives. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Harvard Business Review，Jul-Aug2008，Vol. 86 Issue 7/8, p78-84二、外文译文：译文：员工激励Nohria Nitin; Groysberg Boris; Lee Linda-Eling让员工将工作做到最好，即使是在令人讨厌的工作环境下，是管理者最持久的挑战。

外文翻译--奖金强度的影响工作的满意

原文：Pay Enough,Don’t Pay Too Much or Don’tPay at All?The Impact of Bonus Intensity on Job SatisfactionKonstantinosPouliakasThe principal-agent model, with its convincing illustration of the trade-off that arises between risk and incentive provision when attempting to align the Conflicting interests of two contracting parties,remains central for our under- standing of the compensation strategies employed by firms (Mirlees, 1976; Holmstrom, 1979). According to the standard model of agency theory, the introduction of financial incentives as part of an agent’s remuneration package will increase his/her productivity,as it is assumed that individuals derive utility from income whilst the exertion of effort entails a utility cost.Importantly, if the additional disutility of higher e?ort is compensated byan adequate wage premium ,anim placation of the theoryis that them arginalutilitiesof workers under fixed and variable compensations chemes should be equalized in the long-run.What this implies is that there should be nodi?erenc ebetweenthejobsatis faction of employees receiving monetary incentives and those on noncontingent payment arrangements,other things equal.The above conclusion has been disputed by a psychological (and, increas- ingly,economics)literature,which has stressed that the incorporation of nonpecuniary motives into the economic paradigm, such as the desire for reciprocation or for engaging in interesting tasks, has important implications for an individual’s motivation and job satisfaction (Deci,1971; Lepperetal. 1973; Deci and Ryan, 1985; Frey, 1986, 1997; Kreps, 1997; Frey and Jegen, 2001). In addition, it has been argued that ‘wrong’ monetary incentives may ncite dysfunctional behavioural responses by employees (Holmstrom and Milgrom, 1991; Baker, 1992; Prendergast, 1999), or have a detrimental effect on employee morale and job security via the inequitable and risky pay distributions that arise as a consequence(Bakeretal.,1988).Once these mechanisms are taken into consideration,it becomes clear that thetheoretical impact of monetary incentives on worker effort and job satisfaction can be ambiguous. As corroborated in a number of economic experiments (Falk and Kosfeld, 2006; Eriksson and Villeval, 2008), the incentive effects of monetary rewards are likely to becompromised in a world of imperfect labour mobility populated by heterogeneous agents with varying psychological dispositions. To the extent that incentive schemes allow for optimization of effort, facilitate worker autonomy and enhance self-determination they should increase job satisfaction,othe rthings equal.Yet increasing earnings risk, crowding out of the inherent pleasantness in performing one’s job and lower morale can lead to disgruntled employees.The study of the effect of monetary rewards on job satisfaction is therefore an empirical issue, which has only until recently received any attention. In particular, a number of studies have shown that in Britain bonuses result in higher job satisfaction, although the effect of individual-based performancerelated pay (PRP) systems is not as clear-cut once unobserved heterogeneity is taken into account (Drago et al., 1992; McCausland et al., 2005, Artz, 2008, Green and Heywood,2008;Pouliakas and Theodossiou,2009).Using US data, Heywood and Wei(2006)have also confirmed that all types of PRP(bar piece rates)yield greater job satisfaction relative to time rates.A potential deficiency of the above-mentioned studies is that they only focus on the discrete difference in job satisfaction between workers receiving PRP and those on alternative schemes. Thus, they ignore the fact that worker performance and satisfaction may vary according to the magnitude of incentives.As suggested by a series of field experiments performed by Gneezy and Rustichini(2000[a],p.802),‘‘for all positive but small enough compensaions, there is a reduction in performance as compared with the zero compensation, or, better, with the lack of any mention of compensation’’. Nevertheless,once the extrinsic motivation is large enough,it results in better performance than in the no-incentive case. This non-monotonicity in the reaction of worker effort to both positive and negative incentives(e.g.bonuses or fines, respectively) has consequently been termed the ‘‘W effect’’ of incentives (G neezy, 2004). By contrast, the recent experimental study of Pokorny (2008) finds an inverse U-shaped relationship between effort levels and incentive intensity.This paper attempts to test the above contrasting hypotheses by looking beyond the mere incidence of incentive pay and examining the impact of the intensity of incentives (i.e. the proportion of workers’ salary that is tied to bonuses) on job satisfaction instead.Specifically,10 waves(1998–2007)of the British Household Panel Survey(BHPS)are used to investigate the association between the power of bonus payments and the utility derived from work, holding the incidence of individual-based PRP and other important determi- nants constant.After controlling for individual fixed effects(such as ability or motivation) that may bias the influence of payment schemes on jobsatisfaction, jobutility is found to rise only in response to‘large’ bonus payments.Evidence is also presented that revoking a bonus from one year to the next is likely to have a detrimental effect on employee utility,and that over time job satisfaction tends to diminish as employees potentially adapt to the payment of bonuses The empirical evidence of the paper is therefore consistent with Gneezy and Rustichini’s (2000[a]) assertion that emplo yers wishing to motivate theirstaff should indeed ‘‘pay enough or don’t pay at all’’.The structure of the paper is as follows. Section 2 engages in a review of the available literature on the effect of financial incentives on job satisfaction. In Section 3 the data used in the study are described and preliminary statistical correlations are outlined.Section 4 describes the basi ceconometric methodology used in the paper.Section5 outlines the main empirica lresults of the relationship between incentive intensity and the utility derived from employment.Section6 examines the heterogeneity in the sample further.Finally,Section7concludes.The growing economics literature on subjective well-being (Frey and Stutzer, 2002; Blanchflower and Oswald, 2004; Van Praag and Ferrer-i-Carbonell, 2004; EPICURUS, 2007; Frey, 2008) has emphasized that measures of job satisfaction are significant predictors of employee behaviour[e.g.quits(Free man, 1978), absenteeism (Clegg, 1983) or worker productivity (Judge et al., 2001)]. It follows that understanding the influence of monetary incentives on job satisfaction is important given that the composition of an employee’s remuneration package is an integral element of his/her overall working conditions.The fact that firms typically employ a wide array of incentive instruments has been attributed to the fundamental agency problem that plagues the employment relationship (Gibbons and Waldman, 1999). In order to combat the problem of moral hazard,firms design incentivec ontracts that seek to achieve goal congruence with their employees (Mirlees, 1976; Holmstrom, 1979).Furthermore, as shown by Lazear (1986, 2000), the introduction of financial rewards should induce more highly geared workers to put forth extra effort to the point where the marginal value added equates the marginal cost of the additionallabour. In long-runequilibrium,however,one would not expect to observe any differences in the marginal utilities of comparable workers under fixed or variable payment schemes, as the expected value of the higher wages paid under PRP should be just suffcient to compensate for the additional earnings risk and the disutility of extra effort(Mas-Colelletal.,1995).Once the standard assumptions of the agency model are relaxed, though, there are many reasons to expect that PRP is likely to have a non-negligible impact on job satisfaction. Expectancy-based theories of organizational psychology have asserted that attitudes about work are shaped from the reward sproduced by performance, which are valued outcomes in themselves (Lawler and Porter, 1967). Furthermore, it has been argued that PRP is an integral element of so-called ‘high performance workplace practices’, which have been found to be positively related to job satisfaction(Bauer,2004).Other aspects of PRP may, nonetheless, diminish productivity and worker satisfaction.It has been illustrated that wrongly devised compensation schemes can have counterproductive consequences,as they may encourage workers to‘game’ the compensation system to their advantage by multitasking (Baker 1992) or by engaging in rent-seeking behaviour aimed at influencing the subjective evaluations of line managers (Prendergast, 1999). Holmstrom’s (1982) semina lpaper has also showed that utilizing team production incentive schemes (such as profit-sharing)may dilute individual performance as a result of free-riding. In the face of evidence suggesting that the job satisfaction of employees is intrinsically linked to their relative paystatus(Clark and Oswald, 1996;Clark,1999;Ferrer-i-Carbonell,2005;Clark et al.,2008[a]),the demor alising dispersion and variability in wages that ensues from PRP schemes is also likely to affect attitudes to work in a negative fashion. Furthermore,it has often been claimed that financial incentives undermine collaboration and team work, emphasize the power asymmetry between management and the workforce, and reduce employee risk-taking and innovation (Kohn,1993). Added to the above is a prominent non-economic criticism of PRP which is Based on the so-called cognitive evaluation or motivation crowding-out hypoth esis (Deci and Ryan,1985;Frey and Jegen,2001).According to this theory of Social psychology once it is acknowledged that individuals may derive intrinsic satisfaction from their jobs, explicit rewards that are perceived as controlling devices, or as indicators that the employment relationship is a pure market exchange, are likely to compromise job satisfaction and performance (Frey,1992; Kreps, 1997; Lindenberg, 2001; Bolle and Otto, 2010). Furthermore, there are now a number of experimental studies indicating that financial ncentives may backfire by acting as a signal of employer distrust (Falk and Kosfeld, 2006) or by undermining reciprocity-based voluntary cooperation (FehrandGachter,1998).Only until recently did the economics literature pay any attention to which of the aforementioned effects of PRP on job utility predominate. Drago et al. (1992) and McCausland et al. (2005) were among the first to contrast the satisfaction of employees receiving PRP with those on alternative arrange ments.The latter find that PRP may have demotivating consequences for thelower-paid segment of the population(after correcting for potential selectivity bias).Heywood and Wei’s(2006)analysis shows that profit sh aring and PRP are associated with higher overall job satisfaction in the US,though they find evidence that piece rates in particular may have a negative effect.More recently,Green and Heywood (2008) and Pouliakas and Theodossiou (2009) use the BHPS to investigate the impact of PRP on a fuller set of facets of jobsatisfaction. They show that although bonuses and profit-sharing schemes result in higher mean job satisfaction, the effect of individual-specific PRP diminishes once unobserved heterogeneity is taken intoaccount.They also fail to find any supporting evidence in favour of arguments that PRP crowds-outthe intrinsic satisfaction of jobs or has an adverse impact on job security.Artz (2008), on the other hand, argues that, on the net, PRP increases job satisfaction but does so largely among union workers and males in larger firms.The above studies focus merely on the impact of theincidence of PRP on job satisfaction. This masks the possibility that the utility of workers may vary according to the magnitude and intensity of incentives, as suggested by the experiments of Gneezy and Rustichini (2000[a][b]). In these experiments, the effect of the introduction of a monetary reward and the differential impact ofsmall and large payoffs is tested on the performance of students from Israel. The evidence indicates that‘‘the effect of monetary incentives can be,in small amounts,detrimental to performance’’and that there is‘‘adiscontinuity at the zero payment of the effect of monetary incentives’’(ibid[a],p.801–802).An important common element of the above about experiments is that ‘‘small’’Incentives are likely to exert a negative effect on behaviour(with discontinuity close to zero), while for high powered rewards (or punishments) the standard Price effect is expected to prevail. This prediction has been corroborated in the proposer-respondent game experiment of Gneezy(2004),which ultimately gives Rise to a(V)W-shaped relationship between effort and the intensity of (positive) incentives. In contrast, the IQ and counting tasks experiments performed by Pokorny (2008) on undergraduate German students indicate an inverse U shaped relationship between effort levels and the strength of monetary payoffs.The author attributes her contradicting findings to the existence of referencedependent preferences among subjects, which imply decreasing effort choices with stronger incentives once a reference income level is exceeded. Another example of the non-monotonic motivation effect of incentives can be found in the field study of Marsden et al. (2001), who highlight that although a large number of workers in their sample experienced a deterioration of workplace relations and cooperation following the introduction of incentive pay, PRP motivated those who received above average of payments.The remainder of the paper now turns to an investigation of which of the aforementioned contrasting patterns, as depicted in Figure 1, describe the association between job satisfaction and the intensity of monetary rewards received by Britishe mployees.Source：KYKLOS,V ol.63–November2010–No.4,597–626译文：奖金强度的影响工作的满意KonstantinosPouliakas 至委托-代理模型,以其令人信服的阐述,而平衡风险与激励条款时,试图把承包双方之间的利益冲突,依然是中央为我们的欠站补偿策略Mirlees公司(1976年;Holmstrom,1979年)。

绩效管理外文翻译外文文献中英翻译

Performance management-how to appraise employee performance AbstractPerformance appraisal is an important content of human resource management in modern enterprises. According to the problems existing at the present stage Chinese enterprise performance evaluation, put forward the improvement measures to improve the performance appraisal. Performance management is the responsibility between managers and employees and improve the communication performance of the ongoing. The partners should understand why they become partners, thereby supporting the work. Performance evaluation is a part of performance management, do not confuse the twoIntroductionChallenges of performance managementReasons to avoid performance management: Manager: reports and program has no meaning; no time; afraid of conflict; feedback and observation. (performance management, prevent problems in investment in time, ensure the managers have the time to do the thing you should do staff: bad experience; what was about to happen no bottom; do not understand the significance of performance management; don't like received criticism. Criterion two, performance management, organizational success: 1 Factors: coordination among units means, towards a common goal; problem, find the problems, find problems or prevent problems; obey the law, be protected by the law; make major decisions, a way of getting information; improve the quality of staff, to make the organization more competitive., performance management of organization,must be useful to managers, the only reason of performance management is to help employees to success. to understand better how to design and what made him act. , the performance management challenge is how to find practical,meaningful ways to finish it, which need thought and wisdom.Performance management is a systemThe performance plan -- starting point of performance management:employees and managers to work together, as employees do what, do what degree of problem identification, understanding.Continuous performance communication: both trackingprogress, find the obstacles that affect performance and process so that the two sides success required information. Communication methods: (1) around were observed;(2)employees; (3) allow employees to work review;Performance diagnosis: to identify individuals, departments and organizational performance by the real reason for the problem of communication and problem solving process.Performance management is a small system in the large system. If you want to get the maximum profit, must complete the performance management process,and not a part of.Performance management and strategic planning, budget, staff ,employee salary incentive system, improve the quality of plans are related. Do the performance management process to do the preparation of 1, there are two key points: with the staff to collect meaningful, to establish the information needed to measurable goals; to do some basic work, so that in the whole process of performance management and employee can fully cooperation. In part, access to information and data of performance management effect is it can help organizations, units and employees towards a direction some "target"information each employee's job description; (2) employee last performance review data and related documents.The performance plan three steps: preparation, meeting, finalize plans. your job, you should do what, how to measure your success, sets threat mosphere and seize the key; to review the relevant information, ask more,talk less; the job duties and specific goal; determine the success criteria; discuss what are the difficulties and need what help; discuss the importance level and authorized to ask problem; 4, note: in the performance management process, should pay attention to communication with staff thought is the action guide, to carry out effective performance communication, we must pay attention to in the thought. All aspects of the performance communication throughout the performance cycle, plays an important role in any one link in the chain, leaving the performance communication, any unilateral decisions managers will affect the enthusiasm of the staff, performance management. No performance communication there is no performance management. In order to make the performance management on the right track, truly play its role,enterprises mustput the supervisor and employee performance communication as a priority among priorities to research and development, through the system specification, performance management become competent habit, the habit of employees, to solve the performance problem employees work for dialogue and exchanges, the performance management into effect.Three methods of performance evaluation: Predicament 1, individual performance evaluation --: the best opera actor and amateur orchestra concert.The opera actors play the extreme, but the effect is very bad. No one is isolated,only focus on the individual, can not solve the problem. We call on an individual basis on employee performance evaluation, but if we emphasize individual performance but not the antecedents and consequences and conditions of performance, we do not progress, because we did not find the real reason -- may be because employees can not control things and punish employees, may also be because of the wrong reason 2, regardless of the what way to assess performance, avoid two traps are important: 1) don't do performance problems or"always the fault of employees" this hypothesis; 2) without any assessment can give the "why" and "what is happening in the picture". Evaluation is just the beginning, is a further discussion as well as the starting point of diagnosis. Three methods of performance evaluation: 3, 1) rating method:: features, to and behavior project; identify each project performance level gauge and other ways. Advantages: easy to finish the work of assessment. Disadvantages:forget why do this work; too vague, in the performance plan, prevention,protection and development staff and so did not what role in improving methods:with employees regularly write brief conversation; evaluation; interpretation and evaluation project meaning; together with the staff rating 2) ranking method:forcing staff to compete with each other, have stimulation can be short term, long term may cause internal malicious competition. 3) target and standard evaluation method: Standard: according to the prior and employees a series of established criteria to measure the performance of employees. Advantages: the personal goals and work together to reduce the possibility of target; both sides disagree;defect: need more time; text work more; more energy.Communication method and communication technologyWay of thinking: the process of performance management is the process of communication.Relationship with the staff is not only reflected in the behavior on performance management, but also should reflect the daily and how successful way of thinking: A, the process of performance management is a complete process together with the staff, not a for staff B, except for some unilateral disciplinary action, performance plan, communication and assessment should adopt a cooperative mode; C, most of the staff, once you understand what they are asked to do things, will try the method can meet the requirements D,performance management is not the purpose of staring past mistakes, clear posibility, but in the problem solving problems and possible e, performance deficit to be clear, the cause of the deficit, whether for personal reasons or the system reason; F, in most cases, if the manager will support staff as their work,so that each employee 2, must set some skills communication skills: Manager here guide employees to participate in the discussion process and understand the process of responsibility. Purpose: don't most probably it did not actually happen. Be prepared to establish a common responsibility and each stage all contribute to the relationship, the target. Clear the common responsibility: to improve the performance is not only the responsibility of the staff. Clear procedures: prevent conflict resolution skills: clear individual responsibility, invites employees to take advice. For the people of the criticism and comments: avoid if you don't listen, you don't know what you talking about,could you be quiet for a while, you read the report in the past did not remarks:avoid such as how many years, you always can't finish the job on time, we have ried that, there is no with the need need making guide guilty intent: to avoid if you really care about the team, you should work harder; I guess you don't care about this project not appropriate advice and sure: avoid as I know the project is late, but I'm sure you'll catch up; you will do well. You will understand the need,need to unsolicited advice and sure: avoid you must do it; this is the only way; to finish this today, and put it on my desk. A provocative question: Why did you say those who avoid. What you think; is the need to need; what is you get this conclusion? Don't trust to avoid language: are you sure you can finish on time?I've heard you need to exaggerate these need: avoid you never finish the work on time; you always try to reject my proposal. The cooling technique of fierce debate.The performance of a, discuss the process of dispute, we should pay attention to two goals: must make suggestions on conflict; avoid damage relations, cause new problems in the future performance. B, give employees a vent frustration and anger for feeling, not very fast counter attack. C, remember the people when they do appear conflict. D, the way of handling conflicts: conflicts through persuasion, won the right to try to understand the means; staff positions, find a solution. E, conflict is the most effective treatment technology is active listening.F, and be confused in mind or angry employees dealing, the basic principle is the first concern of his emotional. G, disputes arise, request the dispute settle ment measures, but never from the subject. H, too excited, communication should be suspended.The performance of communication is the core of performance management, is refers to between the employers and employees performance evaluation reflects the problems and evaluation mechanism itself to conduct substantive interviews,and tries to seek countermeasures, a management method for service in the later stage of enterprise and employee performance, improve and enhance the.A process of performance management is on the lower level on the performance target setting and implementation and ongoing two-way communication.绩效管理——如何考评员工表现摘要绩效考核是现代企业人力资源管理的重要内容。

员工考核评语英文版

员工考核评语英文版1.该员工工作努力、认真，成果显著，工作态度端正并能及时完成工作任务，深受领导好评!employee is serious and hard-working. the his achievement is remarkable. he can finish the working task in time with decorous working attitude. so he gets a high praise from leadership.2. 该员工工作仔细、认真、负责，不但执行力强，且工作配合度也好。

工作成果显著，为我们树立了良好的榜样。

the employee works carefully, earnestly and responsibly。

not only executive power is strong, but also the working cooperation degrees are well. work with remarkable achievements and set a good example to us.3. 该员工工作成绩进步大，悟性较强，能很快适应新的岗位，能随时根据工作需要调整工作方法和端正心态，不断反思自己，能有效改进自己的工作方式，从而在工作中收到良好效果。

this staff has made a great progress and has acute and deep perception and even can quickly adapt to the new post. she can adjust the working method and correct attitude at any time. she also can continuously rethink herself andeven change her work way effectively thus gets a good effect in working.4. 该员工平时工作认真，有高效率、高质量的工作表现，且在日常生活中能与其他同事团结友爱，互助进取。

绩效考核与员工激励外文翻译文献

绩效考核与员工激励外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：The performance inspection and drive mechanismHuman resources as the modern enterprise of a kind of strategic resources, has become the most important factor for enterprise development. In the human resources management of numerous content, incentive question is one important content of. Incentive scientific or not, relates directly to the stand or fall of human resource use. Many enterprises have a brain drain phenomenon, cannot keep talents restricts enterprise development has become one of the important factors. Effective incentive is the key to this question. Any enterprise is by the people to manage, and be in enterprise middleman's enthusiasm height, is crucial to the success of the enterprise decision factors. So, for companies to, its vigorous vitality from the employee's infinite vigor, how to motivate employees of energy? Must on employees effective incentive. Therefore, the enterprise human resources management core is to incentive mechanism as lever, arousing the enthusiasm of the employees, initiative.Managers deal with employees at issue, must have a fair mind, should not have any prejudices and preferences. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.1 Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing field.For example, Wu Shihong at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also said that IBM should be a good corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of the staff.2 Inspire the best time to grasp.- Takes aim at pre-order incentive the mission to advance incentives.- Have Difficulties employees, desire to have strong demand, to give the care and timely encouragement.3 Want a fair and accurate incentive, reward- Sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable.- Have to overcome there is thinning of the human pro-wind.- In reference salary, promotions, awards, etc.involve the vital interests of employees on hot issues in order to be fair.Workers and employees in order to double the capacity of investors, more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provide opportunities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization. Set up and improve employee participation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.5 Honor incentiveStaff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the company's internal and external publicity on the media reports, hometraining, access to recommend honor society, selected stars model, such as class.6 Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.7 CompetitiveThe promotion of enterprise among employees, departments compete on an equal footing between the orderly and the survival of the fittest.8 The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.9 Information incentivesEnterprises to communicate often, information among employees, the idea of communication, information such as conferences, field release, enterprises reported that the reporting system, the association manager to receive the system date.译文：绩效考核与员工激励人力资源作为现代企业的一种战略性资源，已经成为企业发展的最关键因素。

银行员工绩效改进与能力提高计划

银行员工绩效改进与能力提高计划【中英文版】英文文档内容：Bank Employee Performance Improvement and Skill Enhancement PlanIntroduction:To ensure the success and growth of a banking institution, it is crucial to focus on the performance and skill development of its employees.This plan aims to outline a comprehensive strategy for improving employee performance and enhancing their skills.1.Performance Evaluation:- Implement a fair and transparent performance evaluation system that measures employees" achievements against set goals and expectations.- Provide regular feedback and coaching sessions to help employees identify areas for improvement and set personal development goals.2.Training and Development:- Identify skill gaps through assessments and training needs analysis.- Offer structured training programs, both internal and external, to address these gaps and enhance employees" knowledge and skills.- Encourage employees to participate in professional development opportunities, such as workshops, seminars, and certifications.3.Incentive and Recognition:- Establish a rewards and recognition program that acknowledges exceptional performance and encourages a positive work environment.- Link performance to incentives, bonuses, and career advancement opportunities to motivate employees to excel in their roles.4.Career Planning:- Assist employees in mapping out their career paths within the bank.- Provide mentorship and guidance to help employees develop the necessary skills and competencies required for their desired roles.- Offer job rotation and cross-training opportunities to expose employees to different areas of the bank and enhance their skill sets.munication and Collaboration:- Foster a culture of open communication, where employees feel comfortable sharing ideas, concerns, and suggestions.- Encourage teamwork and collaboration among employees to enhance problem-solving and decision-making abilities.- Conduct regular team meetings and workshops to promote knowledge sharing and effective communication.6.Continuous Learning:- Emphasize the importance of continuous learning and adaptability in a rapidly changing banking industry.- Encourage employees to stay updated with industry trends,regulations, and technological advancements.- Provide access to online learning platforms and resources to support self-paced learning.Conclusion:By implementing this comprehensive performance improvement and skill enhancement plan, banks can ensure their employees are well-equipped to meet the challenges of the industry.Investing in employee development not only improves individual performance but also contributes to the overall success of the bank.中文文档内容：银行员工绩效改进与能力提升计划引言：为确保银行业务的成功和增长，关注员工绩效和技能发展至关重要。

员工工作满意度外文文献翻译

文献信息文献标题：Factors Influencing Employee Job Satisfaction: A Conceptual Analysis（员工工作满意度影响因素的概念分析）文献作者及出处：Hee O C, Yan L H, Rizal A M, et al. Factors Influencing Employee Job Satisfaction: A Conceptual Analysis[J]. International Journal of Academic Research in Business and Social Sciences, 2018,8(6),331-340.字数统计：英文3575单词，20442字符；中文6162汉字外文文献Factors Influencing Employee Job Satisfaction: AConceptual AnalysisAbstract As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. High turnover and low productivity which badly affect an organization can be the result job dissatisfaction. Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. This study only focused on three most common prevailing factors which are job stress, lack of communication, and pay that influence job satisfaction at workplace. Job stress has been generally defined as a factor which has negative impact on job satisfaction. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected. Besides, lack of communicationcan also lead to confusion between management and other employees throughout the organization which might incur frustration and resentment. Employees need to feel appreciated, as employees and as human. Employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precaution to support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.Keywords:Employee Job Satisfaction, Perceived Stress, Lack Of Communication, Pay.IntroductionThe requirements of individuals have been changed due to the increase in quality of life and economic growth in the societies (Tutuncu & Kozak, 2007). Most individuals spend a large part of their lives at work; the change of requirements towards life has also changed their expectations, emotions and feelings towards their jobs (An, Cha, Moon, Ruggiero, & Jang, 2014). There is growing interest towards job satisfaction in organizations as employee job satisfaction is crucial to the success of any business. Improvements of job satisfaction have positive effect on employees’ motivation, performance, and productivity. These are important elements that an organization needs to maintain a competitive workforce in order to deal with challenges arise from the competitive business environment (Marzuki, Permadi, & Sunaryo, 2012). Job satisfaction is also directly related to a lower employee turnover rate, lower absenteeism rate, higher productivity, and better performances which are closely associated to the organization’s cost efficiency for business (Gazioglu & Tansel, 2006). The relationship between job satisfaction and performance was a relatively recent study which indicated that the degree of job satisfaction felt by employees determines their work performance. The study of the relationship between job satisfaction and performance validated the common belief that “a happy worker isa productive worker” (Marzuki, Permadi, & Sunaryo, 2012). In this case, increasing and maintaining the degree of employee job satisfaction should be a priority for every employer (Gregory, 2011). Understanding the factors that contribute to job satisfaction is essential because it helps to identify the reasons and areas which employees are not satisfied with. Through this understanding, changes and adjustments of organizational policies, organization structure and job design can be altered to enhance the level of employee job satisfaction. There are numerous factors that might discourage the employees and lead to job dissatisfaction such as high stress, lack of organizational communication, lack of recognition, limited opportunity for personal and career growth, job characteristics, job security, pay, social relationship within an organization and many more. However, this study only focused on three most common prevailing factors which influence job satisfaction at workplace. The three factors discussed in this study were job stress, lack of communication, and pay. This study intends to establish a conceptual framework which contributes towards talent retention, increased performance and productivity in the dynamic business environment.Job SatisfactionJob satisfaction refers to an employee’s emotional state which covers the complete range of emotions from positive to negative (Zhang, Yao, & Cheong, 2011). Thus, job satisfaction can also be defined as pleasantness or unpleasantness of employees during their work. Besides, job satisfaction can also be described as a positive feeling about a job or job experience (Tutuncu & Kozak, 2007). On the other hand, Fisher (2000) claimed that job satisfaction is a kind of attitude and attitudes generally contain two components which are affective component (feeling and emotional) and cognitive component (comparison, judgment and belief). Job satisfaction can be seen as the result of a chain reaction involving the motivation to satisfy a need. This chain combines several factors or motivators which will influence or induce an individual to perform (Marzuki, Permadi, & Sunaryo, 2012). Early theory of motivation developed by Maslow which is the Maslow’s Hierarchy of Needhad provided ground for further studies on the factors that motivate human. The theory proposed that human motives are based on needs that start in an ascending order from the lowest level to the highest level. The hierarchy moves from lower level needs such as physiological needs, safety and security, social needs to higher level needs such as self-esteem and self-actualization needs. Individuals cannot move to the next higher level until all needs at the lower level are satisfied. When one set of needs is satisfied, it no longer served as a motivator (Marzuki, Permadi, & Sunaryo, 2012). Another theory which contributed to the related literature is the Herzberg’s motivation-hygiene theory. This theory developed by Herzberg is also known as two-factor theory. Herzberg’s motivation-hygiene theory emphasized that satisfaction and dissatisfaction were two distinct variables which were not part of a single continuum. The opposite of job satisfaction is no job satisfaction; similarly the opposite of job dissatisfaction is no job dissatisfaction. Herzberg identified two groups of needs; motivators refer to human needs to achieve and experience psychological growth which are related to job such as recognition for achievement, promotion and etc. Another group which is called hygiene factor is referred to the basic human biological needs such as salary, security, working conditions and etc (Marzuki, Permadi, & Sunaryo, 2012). Hygiene factors determine the extent to which an employee can avoid job dissatisfaction (Zhang, Yao, & Cheong, 2011). In the literature, the importance of job satisfaction is often linked to work performance and organizational productivity or to other important work-related attitudes and behaviors—such as absenteeism, turnover, and reduction of litigation (Zhang, Yao, & Cheong, 2011). Refer to Branham (2005), Gallup studies reported that organizations with higher employee satisfaction achieved 86 percent customer ratings, 76 percent more success in lowering turnover, 44 percent higher profitability and 78 percent safety records. Thus employee happiness at work should be paid attention by the employers. Employee job dissatisfaction can bring disasters to an organization which badly affects the daily operation, such as lack of interest for their responsibilities, tardiness in showing up for work, mild to severe withdrawal from their jobs and diminishing job performance. All these may end up with employees leaving theorganization which cause high employee turnover in the organization (Gregory, 2011). Put in another way, employees who perceive their jobs as satisfactory are more likely to work and stay in the current jobs and in the current organization in the future. Otherwise, employees are more likely to leave and which in turn will influence the performance of the organization and its costs (Tutuncu & Kozak, 2007). Employers are faced with the task to motivate employees and create high job satisfaction among their employees. Thus, understanding of the factors which influence job satisfaction is essential for employers. Through the understanding of the factors, organizations will be able to make relevant changes to prevent employee frustration and low employee job satisfaction (Dawal & Taha, 2006). In this study, job satisfaction has been proposed as the dependent variable in the theoretical framework (Refer to Figure 1). The influence of the three factors (job stress, lack of communication, and pay) to job satisfaction would be discussed in the following sections.Job StressJob stress is generally defined as “an employee’s feelings of job-related hardness, tension, anxiety, frustration, worry, emotional exhaustion, and distress” (Mahfood, Pollock, & Longmire, 2013). Refer to empirical studies (Lambert & Pauline, 2008; Mahfood, Pollock & Longmire, 2013), stress had been identified as one of the major factors that inversely related to job satisfaction. It was stated by Branham (2005) that at least 25 to 50 percent of employees are unable to work at their best due to stress, and this undeniably negatively influence their job satisfaction which subsequently leads to low productivity and high employee turnover. There are many causes which lead to job stress. For instance, insufficient organizational support in supplying tools necessary to perform a job efficiently would generate higher stress level especially when the employees are expected to perform at a required level. Besides, cost cutting practices through eliminating positions and disbursing the workload to other employees also contribute to increased job stress level. Employees would have to take on overbearing workload which erodes their personal time and the unreasonable amount of work would increase employees’ anxiety level tremendously. At the sametime, retrenchment can trigger panic and anxiety among the remaining employees which increase their stress level during work. Untrustworthy employers can be another source of stress. Distrust can be raised from various different situations such as harassment. It becomes difficult to work in an uncomfortable working environment consistently, stress and anxiety increased by trying to avoid troublesome confrontations and situations (Gregory, 2011). It had also been discussed that promotion and career advancement can be one of the leading factors to job stress. The increased stress may come from heavier workloads, extra responsibility and reduced leisure time (Mahfood, Pollock, & Longmire, 2013). Job stress has been generally defined as a factor which has negative impact on job satisfaction in previous literature. The higher the stress level is, the more likely that an employee is not happy and not satisfied with his job. Thus, the following proposition is formulated for this study which job stress has been viewed as an antecedent of job satisfaction:Proposition 1: Job stress will be negatively related to job satisfaction.Lack of CommunicationCommunication can be interpreted as the exchange of information between a sender and a receiver. Communication is a fundamental management activity in every organization because it is crucial for employees to receive correct information regarding to their jobs. Communication has been widely valued in organization today; it has been seen more multidimensional than just message exchange or provide information about people’s work. Communication is about relationships which it acts as the social glue that ties employees within the organization together (Steingrímsdóttir, 2011). Communication channels can be divided into two categories which are formal communication and informal communication. The most popular formal communication ways are face-to-face communication and technical communication. Informal communication is communication stemmed naturally from people’s interactions. People can talk about their feelings, create relationships and discuss any issue that matter to them each time. It is believed that informal communication is the communication which established the actual relationshipsamong people in an organization. However, informal communication tends to increase rumours or carry wrong information within the organization (Steingrímsdóttir, 2011). Right communication channel is vital for an organization. By choosing channels can make a real difference in how the message is received. Different communication channels are suitable and fit for different kinds of information and achieve different objectives (Steingrímsdóttir, 2011). Lack of communication in organization leaves employees feeling disconnected from the organization. Generally this is the result of management personnel who do not know how to relate their employees on a personal or professional level. Lack of communication or bad communication dampens employees’ job satisfaction because employees tend to perform at a lower level when they feel neglected (Gregory, 2011). Besides, lack of communication can also leads to confusion between management and other employees throughout the organization which might incur frustration and resentment. The organizational morale can be negatively affected by gossips and rumours due to lack of communication too. The deteriorating working environment can cause job dissatisfaction and high employee turnover (Ashe-Edmunds, 2014). In an organization, managers should communicate with lower level employees. Managers act as the connection of the organization which will give employees a sense of belongings and worth in the organization. Supervisors should also become the role model to promote friendly relationships with employees in order to achieve a healthier working environment. It is imperative that managers and supervisors respect all the employees, their opinions and their work. Understanding of the organization’s direction and goals and clarification of expectations associated with different positions should be communicated and conveyed to the employees to assist employees in understanding their direct relationships with the organization and how their work affects others’ work (Gregory, 2011). In addition, performance reviews can be utilized as a managerial communication tool because they give administrators an idea of those employees that are contributing to the organization’s success and those who need to work harder. In general, employees may be unaware of their performance measures and have no sense of how they can improve. Without communication through performance reviews, itwould be tough for employees to make any progress in their efficiency which also negatively impact their personal or professional development, and in turn, incur job dissatisfaction (Gregory, 2011). Therefore, in light of the above discussion, it is proposed that:Proposition 2: Lack of communication will be negatively related to job satisfaction.PayCompensation is the total amount of the monetary and non-monetary pay provided to an employee by an employer in return for work performed as required. The monetary pay includes fixed pay which the amount and payment are guaranteed and flexible pay which contains variable pay such as goal-base pay, overtime and etc. Non-monetary pay includes all kinds of employee benefits such as family assistance, recreational opportunities, complementary pension plans, health insurance and etc (Igalens & Roussel, 1999). It was suggested in previous literature (Money & Graham, 1999; Green & Heywood, 2008) that monetary pay is the primary motivator for employee performance and a determinant of job satisfaction. Employees generally prefer their work efforts to be recognized and rewarded thus recognition of an employee’s hard work is essential to his or her job satisfaction. However, too often organizations are more focused on production and revenues, rather than their own employees (Gregory, 2011). By rewarding employees monetarily or non-monetarily as incentive, employees would feel that their hard work and achievements have not gone unnoticed. Employees need to feel appreciated, as employees and as human (Branham, 2005). By linking the money and performance tends to motivate employees to be more productive and hence they would be more willing to work harder towards success (The Chicago School of Professional Psychology, 2012). Through rewarding, employees are more optimistic about future employment in the organization too (Gregory, 2011). It is believed that employee’s job satisfaction and organizational retention rate can be boosted through a healthy compensation plan with room for bonuses and pay rises (The Chicago School of Professional Psychology, 2012).However, organizations should be very prudent in planning of pay structure and should set confidentiality policy for individual employee’s pay amount. Normally organizations choose to underpay those employees who are willing to work hard for minimal pay while to pay more to those who are not willing to work for minimal pay. The pay disparity will eventually lead to great degree of job dissatisfaction when the hard workers realized they are not being paid fairly (Branham, 2005). Refer to the Society of Human Resource Management research report conducted in May 2014; pay has been identified as the most important drivers for job satisfaction by which 60 percent of employees rated compensation/pay as very important and 36 percent rated it as important. Compensation/pay was also claimed as the leading factor of job satisfaction across four generations of employees which are millennial, Generation X, Baby Boomers and Veterans (Miller, 2014). It is noteworthy that there was previous studies indicated that the pay amount or salary amount is not the main determinant for job satisfaction. The comparison of income which employees set up as referential point is more significant in influencing employee job satisfaction. Given the similar qualifications and specifications, if an employee believes that the salary offered in other organization is higher, he or she will be dissatisfied even his or her salary is considered high as compared with the salaries in the organization he or she works in (Al-Zoubi, 2012). According to Miller (2014), more than half of employees feel satisfied if they are paid competitively with the local market. As a result of the empirical studies, it is believed that pay is able to influence the job satisfaction level of employees. Therefore, the following statement is proposed:Proposition 3: Pay will be positively related to job satisfaction.Theoretical FrameworkThere are many empirical studies and literature focused on the topic of job satisfaction. Numerous factors which will influence job satisfaction have been discussed individually. The factors include limited personal and career growth, job characteristics, job security, organizational support, social relationship within organization, relationship with immediate superior and etc. Different factors areassociated with the job satisfaction either positively or negatively. Three most popular factors have been the focus of this study, which are job stress, lack of communication and pay. Job stress, which inversely affects the emotions and feelings of employees at work, is likely to induce job dissatisfaction. Low morale, misunderstanding and reduced job satisfaction can happen if there is lack of communication. On the other hand, the perception of employees that their pay or salary is comparatively or relatively low will instigate employees’ dissatisfaction at work too. By looking at the selected factors, a theoretical framework has been generated to indicate the influence of job stress, lack of communication and pay on job satisfaction. The theoretical framework is depicted in Figure 1.Figure 1: Proposed Theoretical FrameworkResearch ImplicationsWith the changes of the external environment, organization competitiveness is no longer solely relied on the tangible assets, but also numerous intangible assets. As environment become increasingly dynamic, innovation is getting more and more important. The most effective sources of innovation are often ideas emerged from within an organization, usually from employees. Hence an organization’s competitive advantage can be generated through human resources. Job satisfaction was studied in this paper as it is one of the key factors which directly related to employee motivation, employee commitment and productivity and employee turnover rate. An organization can focus on productivity and increased sales if its employees are happy and satisfied with their jobs while its competitors are still struggling to maintain experienced and motivated employees. In reality, organizations are facing the issue of creating high jobsatisfaction among their employees. This study intends to show a better understanding of the factors which emphasizes on job stress, lack of communication and pay, which influence job satisfaction. In terms of practical implications, management and managers are advised to concern about the employee job satisfaction within their organizations. They are encouraged to fully support and commit to policies and activities which can be identified and designed through factors influence job satisfaction in order to stimulate employees’ satisfaction at work such as improvements of working conditions, job training, leadership development and etc. By not overloading the employees, while maintaining a good communication with employees and compensating employees with a reasonable pay according to the jobs and market rate will enhance their job satisfaction. When employees are satisfied with the work they are doing, their jobs are more likely to be an enjoyable and happy experience. With higher job satisfaction, there tends to be higher degree of employee commitment which significantly reduce absenteeism and employee turnover rate which leads to decrease in employee-related costs, meantime increase job performance level which employees are more willing to participate in problem-solving activities and perform activities outside their job scope. In order to sustain the organizational competitiveness, the understanding and changes of policies based on the three most popular factors which contribute to job satisfaction namely job stress, lack of communication and pay are essential.ConclusionThe employment market is heating up and organizations start to worry about losing good talents and struggling to retain them since human resources is one of the vital competitive advantages. Some of the organizations are facing constant high employee turnover which accompanied with unsatisfactory performance and low productivity. High turnover and low productivity are the most obvious indicators of job dissatisfaction. Thus better understanding on the factors which influence job satisfaction is very crucial for all organizations. Through the understanding of the factors, organizations can be aware of the symptoms beforehand and take precautionto support and increase the job satisfaction level of employees. In order for an organization to sustain and grow its business, job satisfaction is the long term solution for talent retention and increased performance and productivity.中文译文员工工作满意度影响因素的概念分析摘要随着环境的不断变化，创新变得越来越重要。

银行员工绩效管理外文翻译文献

银行员工绩效管理外文翻译文献(文档含中英文对照即英文原文和中文翻译)译文：平衡计分卡在农业银行成功应用的若干要件“不能衡量，就无法管理”，这是罗伯特·卡普兰教授《平衡计分卡：一种革命性的评估和管理系统》一书的开篇第一句话。

“你想得到什么，就得衡量什么”，这是众多管理大师的谆谆忠言。

随着农业银行规模不断扩大、业务日益复杂、市场竞争日益激烈，以及组织架构的改革变化，如何将全行的整体战略有效地传导到各业务条线，传导到各分行、支行和每个员工，成为一项极为重要而又相当艰巨的工作。

面对这一挑战,近年来，农业银行纷纷引入平衡计分卡这一管理工具。

平衡计分卡的原理并不复杂，它从财务、客户、内部流程、学习与成长四个维度进行业绩评价，突破了传统业绩评价重财务方面轻非财务方面、重短期业绩轻长期业绩、重结果评价轻过程评价的缺陷，并通过业绩评价手段构筑起一个企业战略分解、传导、管理机制，从而实现战略和战术、财务和非财务、过程和结果、内部和外部、短期和长期的平衡，是一个有力的业绩评价和战略管理工具。

然而，平衡计分卡并非包治百病的良药，其成功运用也绝非易事，平衡计分卡在西方国家创设和运用的近二十年时间里，既有成功案例，也有失败的案例。

在农业银行引入平衡计分卡管理方式的热潮中，不仅要追求“形似”，更要追求“神似”；在对平衡计分卡的一片追捧声中，有必要对它的运用进行清醒的思考。

本文试图通过一个平衡计分卡的失败案例，并结合我国实际，总结平衡计分卡在我国农业银行成功运用的若干基础要件，以期使平衡计分卡在我国农业银行的运用做到“形神兼备”，真正发挥理想的业绩评价和战略管理的功效。

1.美国环球金融服务公司平衡计分卡应用的失败案例美国环球金融服务公司（the US Global Financial Services）是北美金融领域的佼佼者。

在20世纪90年代以前，公司的业绩评价都是以财务为导向的，公司一直致力于利润最大化的财务目标。

员工满意度与员工流动率外文文献翻译

文献出处：Gruman M. Study on the relationship between the employee satisfaction and employee turnover [J]. Human Resource Management Review, 2015, 8(5): 75-86. 原文Study on the relationship between the employee satisfaction and employeeturnoverGruman MAbstractOn employee satisfaction and turnover, this issue from a general point of view, should be lower employee satisfaction, the higher turnover. But in reality there are a variety of situations; "turnover low employee satisfaction" and "high employee satisfaction high turnover" phenomena also exist at the same time. Through investigation we found that the influencing factors of employee turnover in staff satisfaction are one of the important factors, but as a direct result of employees to choose the flow of the most important factor instead of employee satisfaction "the expectation and pursuit of life value" and "economic pressure", it explained the phenomenon from the hand. In addition, due to the dissatisfaction of employees is a kind of subjective psychological feeling, as long as in the many factors that affect the anger of the one on the other hand, in the process of employee satisfaction surveys of the answer may be, but this does not directly lead to employee’s discontent to leave even the turnover intention. Because in many factors, there is always one of the factors to attract employees, encourage employees willing to stay in business. And to make employees tend to leave and eventually create the behavior of the departure is not simply one of the factors affecting employee satisfaction can achieve, to a certain "depth" and "breadth", here is deep refers to the degree of dissatisfaction, breadth refers to how much discontent, only both reached a certain limit, employees will only be by discontent and eventually generate turnover intention and behavior, therefore also by the employees to leave is need a process.Keywords: employee satisfaction; Employee turnover; impact1 IntroductionOn the question of employee turnover also should be positive and negative twoaspects were analyzed. We tend to think of staff turnover to the enterprise caused many negative effects, such as: businesses can't normal operation, thereby causing loss to the artificial cost, affect employee morale and so on. But we should also see turnover of enterprise positive effects: first, moderate erosion is advantageous to the enterprise to new hires, fresh blood, new employees bring new ideas, new methods, new ideas, make the enterprise more energetic; Second, make the enterprise avoid doldrums over stable, lifeless stagnation; Third, to update the enterprise human resources quantity and quality. So, modest turnover is not only beneficial to the development of the enterprise, more conducive to the realization of individual value. Of course, excessive turnover is harmful to the enterprise. At present, it is difficult to use a unified standard to measure the reasonable range of employee turnover, because each enterprise's operating conditions, corporate culture and management mode is different, the simplest way is to use the method of statistics, to classify the staff turnover at the same time the calendar year, find out its regularity, determine a reasonable turnover as the range of enterprise human resources management of the police line. When reached the edge of the police line, take timely preventive measures, therefore, the management of employee turnover is a dynamic process.2 Theoretical overview2.1 The definition of employee satisfactionComprehensive definition, the definition will be the employee's job satisfaction as a general explanation, think that the concept of employee satisfaction is a single, is on the work itself and working environment factors of employees feel a kind of attitude, that is, for all its employees overall reaction. This definition method of characteristics is that job satisfaction is regarded as a single concept, is not involved in all aspects of the job satisfaction, causes and process of formation, its focus on employees for the work itself and relevant environment, a kind of attitude or opinion, emotional reaction to its entire role. With the definition of research scholars have Lake, he thinks that job satisfaction is from the evaluation of individual employees to achieve or help achieve work value and bring pleasant emotional state.Expect type definition. Think such a definition, the degree of employeesatisfaction is expected in the specific work environment should obtain the gap value and actual value, believe that employee job satisfaction is relative to the individual life satisfaction and overall satisfaction, especially the individual as a professional person's satisfaction, is the comparison of the employee compensation, working environment and so on combination of expectations and the actual compensation, working environment, etc, after the combination, it is concluded that the evaluation of job satisfaction. With the definition of research scholars have American psychologist Vroom, he thought the employee job satisfaction depends on the expectations of individual expectations and the actual match degree, expect failed to achieve the satisfaction, is produced only in the work actually expect greater than his expectations, will generate job satisfaction.2.2 Related theoryRepresented by hack man and Laura (Ulcer) job characteristics theory. The basic meaning of job characteristics model is: the employee's job satisfaction is by stimulating employees three psychological state, i.e., the work significance, responsibility and degree of understanding of the work results. Adams equity theory. The core of the theory is that all employees are not satisfied with and satisfaction comes from almost all their fairness perceptions after "comparison”. Psychologists Matson create hierarchy of needs theory. The theory is that the need of human diversity, level, to improve the employee’s job satisfaction, it is necessary to understand their needs, and tries to meet their needs. Only under the premise that meet the needs of employees, to make them get higher job satisfaction.2.3 Employee satisfaction research contentThe research content of job satisfaction in general can be divided into three categories: on the influence factors of job satisfaction and adjustment of the variable research. The study of the results of job satisfaction variables; The evaluation study of job satisfaction. More at present, the research is the study of factors affecting employees' job satisfaction. Organizational psychologist Hertzberg two-factor theory proposed by according to oneself; think that the influencing factors of job satisfaction are divided into: physical environmental factors, social factors and individualpsychological factors. Physical environment factors including workplace conditions, environment and facilities, etc.Social factor refers to the staff's attitude toward work unit management, as well as the degree of identity, belonging to the unit. Individual psychological factors include perceptions of job meaning, attitudes, and supervisor's leadership types and styles, etc.The organizational behavior scholars work cake restaurants did (1986) in the study of job satisfaction has made the detailed discussion, thought the influence factors of job satisfaction include: work autonomy, work pressure, job expectations, self-esteem, personal values and the individual variables such as gender, and so on.3 Staff turnover related research were reviewedEnder, pointed out that employee turnover is refers to people being hired by an organization or leave the organization behavior. Skin, and berg, points out that 'flow including the voluntary and involuntary turnover, including the cause of the involuntary movement is mostly by enterprises laid off or forced to resign, and voluntary flow is from the employee's personal reason. Early in the study of employee turnover factors, the economists are studied, the main investigation such as unemployment, wages affect employee turnover. Subsequently, psychologists, industrial management experts joined the ranks, and starting from the research field of respective analysis of several factors affecting employee turnover, such as opportunities, personal satisfaction, performance, salary satisfaction, etc.After entering the 1980 s, started to pay attention to humanistic management, therefore, research on staff management also more quickly, and then form a separate field of study. In terms of flow affect employee motivation, such as bean still Evan) think, for the employee turnover, should from the internal factors and external incentive comprehensive consideration, and points out that the role of internal factors can affect the flow of the staff; Ham and graves (Ham and Griffith) that is closely related to the turnover factors include gender, age, family burden, the degree of job satisfaction, expectations of work, compensation, performance and promotion, the complexity of the work, business incentives, etc.;Similarly, the top point and the influencing factors of employee turnover including challenging work, work remuneration, training andpromotion opportunities, socioeconomic status, work schedules, job responsibility, autonomy, job security and career development opportunities, etc.4 The employee satisfaction impact on turnoverThere are two main types, namely, two methods of direct and indirect, direct impact on the meaning of the flow is refers to the employees choose employees is the main reason or direct cause of discontent, that is to say, the employees directly caused the active flow of employees. Indirect effect refers to the meaning of the main causes of employee turnover or direct cause is not the employee dissatisfaction, but if we continue to look for deep reason, then in the end, or the most fundamental reason is employee dissatisfaction. This also includes two ways: indirect forced to flow, indirect forced flow mainly refers to employees lead to job enthusiasm for discontent, lower working efficiency, and to the production line workers may produce not concentrate on production, and the staff service attitude in the service industry such as bad, that is to say, employees will discontent to vent to work, which will ultimately affect the enterprise organization efficiency. So that enterprise managers is in the assessment of this part are likely to dismiss employees, even if the flow of employees tends to be low, eventually led to the forced to flow.Indirectly active flow due to the employee's dissatisfaction is a kind of inner psychological reaction, which will make the staff have uncomfortable or suppression, according to the interpretation of the psychology, employees in the case of mental disorders will actively to adjust, just adjust the way different, the ultimate purpose is to achieve cognitive coordination and consistent. Indirect active flow is relative to the case of indirect passive flow, employees will not negatively discontent to vent to the work, but actively looking for other opportunities, such as choose to leave the company, the industry, the city or the region to the other enterprise, industry and development of the city or region, the direct cause of employee turnover in does not directly because of employee dissatisfaction, and possibly to individuals themselves better development. But as long as we explore its causes, or a change of perspective, namely, if the employee satisfaction is high, he might not have to seek the development of other aspects, this time the employee satisfaction is indirect influencethe flow of the staff译文员工满意度与员工流动率关系研究Gruman M摘要在员工满意度与流动率这个问题上，从一般的角度来讲，应是员工满意度越高流动率越低。

企业宣传语英文翻译

员工满意度≧75%Employees' satisfaction should be more than or equal to 75%.工伤事故≦5起/年，重大事故为零The number of accidents at work must be less than or equal to 5 pieces per year, and heavy accident must be zero.遵纪守法、承担企业社会责任Observing discipline and obeying law, to undertake corporate social obligations.消除歧视、提升员工职业能力Eliminating discrimination, to boost employees' professional ability.减少风险、保障员工作业安全Reducing risk, to ensure employees' safety of operation.善待环境、促进厂区社区和谐Treating environment friendly, to promote harmony of factory and community.持续改进、树立良好企业形象Keeping continual improvement, to establish a well image of enterprise.诚信经营，实现多方共赢发展Operating with honesty, to achieve win-win situation.公司环境方针遵纪守法，创建环保企业持续改进，预防环境污染节能减排，合理利用资源全员参与，良好信息交流Corporate Environmental PolicyObserving discipline and obeying law, to become an environment-friendly enterprise. Keeping continual improvement, to prevent environment pollution.Practising energy-saving and emission-reduction, to make rational use of resources. Involvement of people, Well communication for information.公司2011年度环境目标⑴万元产值电消耗量≤550千瓦时⑵万元产值水消耗量≤12吨⑶万元产值原料消耗量较上年度降低2%⑷办公用纸≤22000张/月⑸危废物100%合法回收和转移⑹噪音、废水、废气100%达标排放⑺环境事故为零Environmental objectives in 2011(1)Electric consumption per 10,000 yuan output of production must be less than or equal to 550 kilowatt-hours.(2)Water consumption per 10,000 yuan output of production must be less than or equal to 12 tons.(3)Materials consumption per 10,000 yuan output of production must be 2% lower than last year.(4)Paper in the office must be less than 22,000 pieces per month.(5)Hazardous materials and wastes should legally recycle and transfer for a hundred percent.(6)Hundred percent compliance of the emission of noise, waste water and waste gas.(7)Environmental accidents must be zero.。

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