高等教育和就业中英文对照外文翻译文献

合集下载

促进大学生就业外文文献翻译2018

促进大学生就业外文文献翻译2018

促进大学生就业外文翻译2018英文Strengthening College Support Services To Improve StudentTransitioning To CareersWilliam ArnoldABSTRACTThe article reviews challenges facing colleges including the need for actions to address new circumstances of educating college students and preparing them for productive roles following graduation. These challenges are balanced by resources colleges are developing to facilitate college-to-career transitioning to first destinations following graduation. In a review of support services offered by colleges the article identifies innovative programs that show potential for improved career support for students. Sources, including surveys of students and employers, published writing by leaders in education, and reported data from colleges, provide a present view of career support functions and suggest patterns of evolution. Colleges are strengthening their support to student’s department by department, but programs and activities across-departments need to be integrated to improve services for students. Leveraging synergies among campus support functions improves services to students. The use of student support case managers may eliminate the silos among college support functions. Designing programs aroundstudents and bridging gaps among support services can deliver more relevant and timely results. The article introduces the voices of students expressed in an upper division business course Management Theory and Practice. The actual words of students were acquired as byproducts of class assignments and course evaluations. Collecting these indirectly rather that as the focal point of student input lends a candid perspective. The comments interject both students’ requests for assistance and their appreciation for the support they received.Keywords: College Career Services; Student Transitioning to Careers; College to Employment; College to Career Transitioning; Student Career Services; College Graduate First Destinations INTRODUCTIONEducational institutions constantly evolve to fulfill their roles in changing times. Periodically the evolutionary pace of progress is disrupted by the need for more extreme, revolutionary change. One extreme example occurred in response to the influx of students following passage of the GI Bill in 1944. Adopting computer capabilities school-wide can be viewed as another. Never before, though, has change been as driven by changes in the students themselves. As millennials make way for Gen-Z students, incoming freshmen increasingly hold expectations of access to advanced software and communication resources. The new generations have been conditioned to having instantaccess to information and engaging in real time communication on a global scale. They are prone to taking action and are often willing to proceed without the bedrock of theory. It is possible that students, pre-filled with knowledge and exposed to advanced learning opportunities from early ages, have established a learning momentum that is outrunning the rate at which colleges are adapting and changing. In several ways students may be ahead of school deans and faculties assigned to educate them.In this article we review the forces behind change as well as exemplary innovations by educational institutions, especially in response to students, parents, and em ployers who need schools to develop students’ leadership capabilities and skills that will allow them to be effective in the workforce. Student support functions, typically clustered within a Student Affairs organization, encompass programs that meet student needs for housing, disability services, career services, and other areas of student life. Outside the scope of Student Affairs are significant services provided by academic advisors, campus events, clubs, and programs. Many campus activities offer opportunities for leadership development and skill building for future careers. Student support functions, though, are typically scattered around campuses, and often operate with minimal coordination. As a result support programs that could benefit students may be brought to their attention only sporadically.This article includes examples of institutions that have stepped into the future toward service, plus administrative configurations that center on assisting students in their journeys toward careers. Finally the article portrays the need for student support using the voices of students in a Management Theory and Practices course as they are the nearing the reality of finding a career or other destination beyond graduation.PRESSURES CONFRONTING COLLEGESCollege administrators are reacting to a plethora of factors presently exerting pressure for change. These encompass the need for leadership functions typically inherent in their roles. Top priorities of college deans continue to be budget, faculty recruitment, fundraising, student enrollment, accreditation, faculty development, and internationalization. In addition, changes in school rankings and reputations require attention in an increasingly competitive environment (Association to Advance Collegiate Schools of Business [AACSB], n.d.). Taking a different slant into challenges facing leaders of educational institutions based on a worldwide sample of 31 business schools, D’Alessio and Avolio (2011) found strong faculty, teaching, quality, research programs, facilities, support services, and financial resources to be important. In addition to the accustomed functions of the position, college administrators provide leadership to stakeholders as varied as donors, trustees, alumni, neighboring communities, and federal and local regulators. Thesecontinuing pressures are now joined by additional factors that demand deft leadership.INTENSIFIED INFLUENCESAll aspects of life, work, and education are subject to changing external factors, and these changes are occurring on a global scale. Educational institutions, as repositories of classical norms, values, and knowledge, have provided building blocks from the past that lead to the future. To place educational institutions within the context of change, it is important to recognize that colleges are not the drivers of change. We can question, however, whether colleges have synchronized with forces in the external environment that account for much of the need for change. Have colleges kept pace? Have they succeeded in meeting needs? Have they adjusted their roles and programs? Are they optimizing their resources to meet the needs of students to master subject matter knowledge? Are they assuring that students have the skills and individual proficiencies they need beyond graduation? Are colleges profoundly and centrally preparing students to find job opportunities or other viable endeavors following graduation?Academic DepartmentsGeoffrey Garrett (2016), Dean, The Wharton School, pointed out that business schools are changing both the content of their curriculums and their methods of teaching. Scrutiny of departmental structures,policies, and practices is underway. For example, when tenured faculty members retire, they are more likely to be replaced with part-time or non-tenure-track full-time faculty (Hainline, Gaines, Long Feather, Padilla, & Terry, 2010). In a Gallup survey of college and university presidents Stubbs (2016) found discrepancies between the professional advancement practices followed in colleges versus the criteria actually practiced. The findings disclosed that decisions concerning promotions conflicted between the path to career success for professors via research and publishing and the relegated importance attributed to faculty members as teachers (Stubbs, 2016).Decrying the drift that has swung the balance from teaching to scientific research by faculty members as the means of assuring advancement, Bennis and O’Toole (2005) in their article “How Business Schools Lost Their Way” advocated placing more emphas is on improving the competence of graduates and hiring faculties that understand the drivers of business performance. As stated by the authors “The best classroom experiences are those in which professors with broad perspectives and diverse skills analyze cases that have seemingly straightforward technical challenges…and then reveal hidden strategic, economic, competitive, human, and political complexities” (Bennis & O’Toole, 2005, What Gets Taught section, para. 2).Changes are occurring across college departments as professorsadapt to greater complexity. Raghaven and Ganesh (2015) studied characteristics of effective teachers as in six roles: as a person, classroom manager, instructional organizer, instructional deliverer, and monitor of student progress and potential (Raghaven & Ganesh, 2015). The authors framed their research around six factors shown to have importance in determining service quality, satisfaction, and retention: administrative support, career placement, academic faculty support, institutional factors, instructional program, and information system support (Raghaven & Ganesh, 2015).One of the persistent appeals used by colleges to attract prospective students has been their low student-faculty ratios with the implication that students may have a high degree of interaction with their professors. College administrators, through their marketing strategies and student support staffs, reinforce the claim of caring professor- student relationships (Chory & Offstein, 2017). Stubbs (2016) found that professors who demonstrated care and concern motivated students to become excited about learning, and having mentors while in school encouraged students to pursue their goals. Further, well-being following graduation along with workplace achievement were linked to having positive undergraduate experiences (Stubbs, 2016). Chory and Offstein (2017) examined pros and cons of close student-professor interactions. On the minus side the authors noted cases of professors feelinguncomfortable about being involve d in their students’ personal dilemmas and lives. When-and-how issues related to setting boundaries in the social distance between faculty members and students are often not addressed, and many faculty lack training in providing emotional support and offering advice for personal issues. Contrary to expectations students may prefer an arms-length experience with their professors that is focused on coursework and grades (Chory & Offstein, 2017).EmployersStudents are coming into their college experiences with perspectives that began forming in their preschool years. As students enter college at 18 to 20 years of age, their lived experience represents a very short window for understanding the path of change that earlier generations have experienced. Employers, responding to competitive pressures in the marketplace, are in flux as they make continual changes in their requirements for new hires. In favor of college educations, employment is rising faster in occupations requiring more preparation (Pew Research Cen ter, 2016). “The number of workers in occupations requiring average to above-average education, training and experience increased from 49 million in 1980 to 83 million in 2015, or by 68%” (Pew Research Center, 2016, p. 3).Roos (2014) noted that goals for educating leaders need to include understanding of sustainable global thinking, entrepreneurship,innovation, and decision making based on “practical wisdom” (Roos, 2014, p. 1). Calling for a renaissance in business education, Roos advocated for training that prepares graduates to deal with the complex problems facing companies that will employ them. Also emphasized by Roos is the need to teach students to make decisions based on outcomes that will benefit the global community.How do employers perceive the preparation of college graduates? Based on the Job Outlook 2016 Survey by NACE (National Association of Colleges and Employers, 2016a) of 19 attributes of college graduates most valued by employers the highest ranking were leadership (80.1%); ability to work in a team (78.95%); communication skills, written (70.2%); problem-solving skills (70.2%); communication skills, verbal (68.9%); and strong work ethic (68.9%). Findings from surveys conducted of employers and college students by Hart Research Associates (2015) on behalf of the Association of American Colleges & Universities compared learning outcomes employers expect and preparation students perceive they have gained prior to entering the workforce. Learning outcomes employers rated as most important were written and oral communication skills, teamwork skills, ethical decision-making, critical thinking, and the ability to apply knowledge in real-world settings (Hart Research Associates, 2015). College graduates, though, fell short of employers’ expectati ons on all of the 17 outcomes employers rated asimportant. By contrast, college students felt their colleges had prepared them well in 11 of the 17 factors tested (Hart Research Associates, 2015). Whereas 80% of employers indicated it is very important that college job applicants demonstrate the ability to apply learning in real-world settings, only 14% of employers thought most college students are prepared with the skills and knowledge needed to complete a significant applied learning project (Hart Research Associates, 2015).Hodges and Burchell (2003) compared students’ perceptions of their performance readiness on 25 work-related competencies with employers’ perceptions of students’ on-the-job performance. Employers also rated the importance they associated with the same competencies. The most valued competency by employers, according to Hodges and Burchell (2003), was ability and willingness to learn. That is, in the face of change employers felt employees must be willing to learn new skills, and they need to be perceived as possessing high potential to acquire knowledge. Competencies that impact an organization’s performance including customer service, quality, accuracy, interpersonal communication, and problem solving ranked high in importance. In addition, qualities such as drive, passion, motivation, and internal attitudes contribute to a prospective graduate’s employability. As stated by Hodges and Burchell (2003), “employers want ‘well-rounded’ graduates with a broad range of competencies” (p. 19).StudentsStudents, also, are buffeted from several sides. The increasingly demanding requirements by prospective employers are compounded by the financial squeeze involving rising costs and relatively stagnant incomes. Parents are pressured to conserve their spending due to the 2008-2009 economic downturn that undercut financial assets available to pay college tuitions. Parental limitations add to the incentives for students to seek education that prepares them to earn a paycheck (Hanover Research, 2014).Students can readily identify with individuals who did not complete college, such as Bill Gates of Microsoft and Mark Zuckerberg of Facebook, yet succeeded beyond far beyond early expectations. According to Brown (2016) Americans are questioning the need for a college degree, with a mere 16% of U.S. adults indicating that a bachelor’s degree prepares students “very well” for careers. As new generations enter the workforce, expectations and values, as well as students’ priorities and agendas for the future, a re also changing.How satisfied with their educations are students? Although a consensus of factors can be reduced to a relatively confined set, it is also evident that standardization of data collection could produce clearer insights. In a study of 1,202 college business seniors Letcher and Neves (2010) focused on factors that have the greatest impact on students. Thecriteria of satisfaction the authors applied were meeting of expectations, value of the educational investment, and likelihood of recommending the program to a friend. Factors carrying the greatest weights were extra-curricular activities, career opportunities, and quality of teaching. Among factors Maddox and Nicholson (2008) found that accounted for student satisfaction were school environment, quality of advising, and computer resources including student support services. The school environment covered interpersonal dynamics and perceptions of feeling valued by faculty as evidenced by faculty members demonstrating availability outside the classroom and interest in helping the students. In a review of attributes that most influence student satisfaction with their educational experience, Gibson (2010) found quality of teaching, skills and knowledge acquired, and the curriculum to be most significant. Non-academic factors that figured significantly were feelings of belonging, and perceptions of institutional responsiveness and concern (Gibson, 2010).Career Support ServicesThree critical junctures in the education-to-employee progress were identified in a study of 8,000 education providers, youth, and employers across nine countries conducted by The McKinsey Center for Government to gain insights into issues in education to employment: (a) enrolling in postsecondary education, (b) building job-relevant sills, and(c) finding a job. College career services can have a role in meeting these challenges extending from college matriculation through graduation (Mourshed, Farrell, & Barton, 2012).Addressing demands placed on college career services, Philabaum (2015) discussed changes being forced by state legislatures, the federal government, media, parents, students, and alumni in the interest of improving students’ transition from school to gainful employment. Philabaum referenced two roadblocks to career services effectiveness: getting students into the career center and (b) receiving sufficient resources to perform the career services functions effectively.Colleges have shifted from earlier access-related priorities to their current emphasis on student success initiatives according to Coley, C., Coley, T., and Lynch-Holmes (2016), senior consultants with the software portfolio and services provider Ellucian. Success measures include persistence to graduation, transfer success, time to degree, and improved learning outcomes. Colleges, the authors assert, now “bear responsibility for providing students with the support the need to achieve their goals” (Coley et al., 2016, p. 1). A comprehensive review of opportunities for college students to build skills outside the classroom was offered by Bob Franek (2017), Editor-in-Chief at the Princeton Review. Among these programs are alternating work with courses (cooperative education), job-shadowing programs, internships, research, community service,student organization activities, study abroad, and independent projects involving special interests from theater to lab volunteering (Franek, 2017).Higher levels of accountability around student outcomes are being demanded even by accrediting agencies as observed by Coley et al. (2016). Standardization of student education outcomes has aided comparability among educational institutions. In the report First Destinations for the College Class of 2015 (NACE, 2016b), destination categories include standard employment, entrepreneur, contract employee, freelance, internship, service, and military, plus continuing education. The summary presentation used by the Kenan-Flagler Business School at the University of North Carolina, (V ogel, 2016) shows student outcomes by industry, business discipline, full time, internship, graduate study, geographic region, top destination cities, and compensation, including signing bonus (V ogler, 2016).The focus of future career services will include building connections through partnerships and developing career communities of learners and networks that engage students and alumni. A theme that ties career services together is placing students’ employability at the center of all campus communities (Dey & Cruzvergara, 2017).Delta State University has established a student success center with committees covering academic advising, early alert, first-year seminar,and institutional data analysis. Student success efforts enlist the academic council, the dean council, academic leaders, and freshmen orientation and enrollment groups (Coley et al., 2016). Mercy College in New York City developed a Personalized Achievement Contract (PACT) with students. As part of the program mentors are cross-trained in academic advising, financial aid, student support services, and are actively engaged with students from pre-enrollment through all steps in the students experience (Coley et al., 2016). In a more encompassing scope a student success center may train faculty, frontline staff, residence hall directors, and other staff who serve as a first line response to student questions and concerns “For many students, knowing that someone in the institution cares about how they are performing is a powerful motivator” (Coley et al., 2016, p.5).The changing structural relationships within support functions and the added impetus given to student success in transitioning at Leigh University is evident in the creation of a new position at the Associate Dean level within the College of Business and Economics. This position was designed to strengthen programing, events, and services offered to business students (Lehigh University College of Business and Economics, 2017a), and in coordination with the university-wide Center for Career and Professional Development Office. As stated, an intention was to provide professional development opportunities that prepare students tobe effective in leadership roles in organizations (Lehigh University College of Business and Economics, 2017a).中文加强大学支持服务以促进大学生就业威廉阿诺德摘要本文回顾了大学面临的挑战,包括需要采取行动应对新的情况,以教育大学生并为他们毕业后做好生产性角色做准备。

促进大学生就业外文文献翻译2018

促进大学生就业外文文献翻译2018

促进大学生就业外文翻译2018英文Strengthening College Support Services To Improve StudentTransitioning To CareersWilliam ArnoldABSTRACTThe article reviews challenges facing colleges including the need for actions to address new circumstancesof educating college students and preparing them for productive roles following graduation. These challenges are balanced by resources colleges are developing to facilitate college-to-career transitioning to first destinations following graduation. In a review of support services offered by colleges the article identifies innovative programs that show potential for improved career support for students. Sources, including surveys of students and employers, published writing by leaders in education, and reported data from colleges, provide a present view of career support functions and suggest patterns of evolution. Colleges are strengthening their support to student ' s department by department, but programs and activities across-departments need to be integrated to improve services for students. Leveraging synergies among campus support functions improves services to students. The use of student support case managers may eliminate the silos among college support functions. Designing programs around students and bridging gaps among support services can deliver more relevant and timely results. The article introduces the voices of students expressed in an upper division business course Management Theory andPractice. The actual words of students were acquired as byproducts of class assignments and course evaluations. Collecting these indirectly rather that as the focal point of student input lends a candid perspective. The comments interject both students re'quests for assistanceand their appreciation for the support they received.Keywords: College Career Services; Student Transitioning to Careers; College to Employment; College to Career Transitioning; Student Career Services; College Graduate First DestinationsINTRODUCTIONEducational institutions constantly evolve to fulfill their roles in changing times. Periodically the evolutionary pace of progress is disrupted by the need for more extreme, revolutionary change. One extreme example occurred in response to the influx of students following passage of the GI Bill in 1944. Adopting computer capabilities school-wide can be viewed as another. Never before, though, has change been as driven by changes in the students themselves. As millennials make way for Gen-Z students, incoming freshmen increasingly hold expectations of access to advanced software and communication resources. The new generations have been conditioned to having instant access to information and engaging in real time communication on a global scale. They are prone to taking action and are often willing to proceed without the bedrock of theory. It is possible that students, pre-filled with knowledge and exposed to advanced learning opportunities from early ages, have established a learning momentum that is outrunning the rate at which colleges are adapting and changing. In several ways students may be ahead of school deans and facultiesassigned to educate them.In this article we review the forces behind change as well as exemplary innovations by educational institutions, especially in response to students, parents, and employers who need schools to develop students leadership capabilities and skills that will allow them to be effective in the workforce. Student support functions, typically clustered within a Student Affairs organization, encompass programs that meet student needs for housing, disability services, career services, and other areas of student life. Outside the scope of Student Affairs are significant services provided by academic advisors, campus events, clubs, and programs. Many campus activities offer opportunities for leadership development and skill building for future careers. Student support functions, though, are typically scattered around campuses, and often operate with minimal coordination. As a result support programs that could benefit students may be brought to their attention only sporadically.This article includes examples of institutions that have stepped into the future toward service, plus administrative configurations that center on assisting students in their journeys toward careers. Finally the article portrays the need for student support using the voices of students in a Management Theory and Practices course as they are the nearing the reality of finding a career or other destination beyond graduation.PRESSURES CONFRONTING COLLEGESCollege administrators are reacting to a plethora of factors presently exerting pressure for change. These encompassthe need for leadership functions typically inherent in their roles. Top priorities of college deans continue to be budget, facultyrecruitment, fundraising, student enrollment, accreditation, faculty development, and internationalization. In addition, changes in school rankings and reputations require attention in an increasingly competitive environment (Association to Advance Collegiate Schools of Business [AACSB], n.d.). Taking a different slant into challenges facing leaders of educational institutions based on a worldwide sample of 31 business schools, D ' Alessio and Avolio (2011) found strong faculty, teaching, quality, research programs, facilities, support services, and financial resources to be important. In addition to the accustomed functions of the position, college administrators provide leadership to stakeholders as varied as donors, trustees, alumni, neighboring communities, and federal and local regulators. These continuing pressuresare now joined by additional factors that demand deft leadership.INTENSIFIED INFLUENCESAll aspects of life, work, and education are subject to changing external factors, and these changes are occurring on a global scale. Educational institutions, as repositories of classical norms, values, and knowledge, have provided building blocks from the past that lead to the future. To place educational institutions within the context of change, it is important to recognize that colleges are not the drivers of change. We can question, however, whether colleges have synchronized with forces in the external environment that account for much of the need for change. Have colleges kept pace? Have they succeededin meeting needs?Have they adjusted their roles and programs? Are they optimizing their resources to meet the needs of students to master subject matter knowledge? Are they assuring that students have the skills and individualproficiencies they need beyond graduation? Are colleges profoundly and centrally preparing students to find job opportunities or other viable endeavors following graduation?Academic DepartmentsGeoffrey Garrett (2016), Dean, The Wharton School, pointed out that business schools are changing both the content of their curriculums and their methods of teaching. Scrutiny of departmental structures,policies, and practices is underway. For example, when tenured faculty members retire, they are more likely to be replaced with part-time or non-tenure-track full-time faculty (Hainline, Gaines, Long Feather, Padilla, & Terry, 2010). In a Gallup survey of college and university presidents Stubbs (2016) found discrepancies between the professional advancement practices followed in colleges versus the criteria actually practiced. The findings disclosed that decisions concerning promotions conflicted between the path to career success for professors via research and publishing and the relegated importance attributed to faculty members as teachers (Stubbs, 2016).Decrying the drift that has swung the balance from teaching to scientific researchby faculty members as the means of assuring advancement, Bennis and O ' TooleHow Busi (2005) in their article Schools Lost Their Way ” advocated placing more iesmonphimasproving the competence of graduates and hiring faculties that understand the drivers of business performance. As stated by the authors “ Thebest classroom experiences are those in which professors with broad perspectives and diverse skills analyze cases that have seemingly straightforward tech ni cal challe nges …athten reveal hidde n strategic, economic, competitive, human, and political complexities(B”ennis & O'Toole, 2005, What Gets Taught section, para. 2).Changes are occurring across college departments as professors adapt to greater complexity. Raghaven and Ganesh (2015) studied characteristics of effective teachersas in six roles: as a person, classroom manager, instructional organizer, instructional deliverer, and monitor of student progress and potential (Raghaven & Ganesh, 2015). The authors framed their research around six factors shown to have importance indetermining service quality, satisfaction, and retention: administrative support, career placement, academic faculty support, institutional factors, instructional program, and information system support (Raghaven & Ganesh, 2015).One of the persistent appeals used by colleges to attract prospective students has been their low student-faculty ratios with the implication that students may have a high degree of interaction with their professors. College administrators, through their marketing strategies and student support staffs, reinforce the claim of caring professor- student relationships (Chory & Offstein, 2017). Stubbs (2016) found that professors who demonstrated care and concern motivated students to become excited about learning, and having mentors while in school encouraged students to pursue their goals. Further, well-being following graduation along with workplace achievement were linked to having positive undergraduateexperiences (Stubbs, 2016). Chory and Offstein (2017) examined pros and cons of close student-professor interactions. On the minus side the authors noted cases of professors feelinguncomfortable about being involved in their students ' personal dilemmasand lives. When-and-how issues related to setting boundaries in the social distance between faculty members and students are often not addressed, and many faculty lack training in providing emotional support and offering advice for personal issues. Contrary to expectations students may prefer an arms-length experience with their professors that is focused on coursework and grades (Chory & Offstein, 2017).EmployersStudents are coming into their college experiences with perspectives that beganforming in their preschool years. As students enter college at 18 to 20 years of age, their lived experience represents a very short window for understanding the path of change that earlier generations have experienced. Employers, responding to competitive pressures in the marketplace, are in flux as they make continual changes in their requirements for new hires. In favor of college educations, employment is rising faster in occupations requiring more preparation (Pew Research Center, 2016).“ The number of workers in occupations requiring averageto above-averageeducation, training and experience increased from 49 million in 1980 to 83 million in 2015, or by 68% ” (Pew Research Cent 2016, p. 3).Roos (2014) noted that goals for educating leaders need to include understanding of sustainable global thinking, entrepreneurship,innovation, and decision making based on “ practicalwisdom ”(Roos, 2014, p. 1). Calling for a renaissance in business education, Roos advocated for training that prepares graduates to deal with the complex problems facing companies that will employ them. Also emphasized by Roos is the need to teach students to make decisions based on outcomes that will benefit the global community.How do employers perceive the preparation of college graduates? Based on the Job Outlook 2016 Survey by NACE (National Association of Colleges and Employers, 2016a) of 19 attributes of college graduates most valued by employers the highest ranking were leadership (80.1%); ability to work in a team (78.95%); communication skills, written (70.2%); problem-solving skills (70.2%); communication skills, verbal(68.9%); and strong work ethic (68.9%). Findings from surveys conducted of employers and college students by Hart Research Associates (2015) on behalf of the Association of American Colleges & Universities compared learning outcomes employers expect and preparation students perceive they have gained prior to entering the workforce. Learning outcomes employers rated as most important were written and oral communication skills, teamwork skills, ethical decision-making, critical thinking, and the ability to apply knowledge in real-world settings (Hart Research Associates, 2015). College graduates, though, fell short of employers e'xpectations on all of the 17 outcomes employers rated as important. By contrast, college students felt their colleges had prepared them well in 11 of the 17 factors tested (Hart Research Associates, 2015). Whereas 80% of employers indicated it is very important that college job applicants demonstrate the ability to apply learning in real-world settings, only 14% of employers thought most college students are prepared with the skills and knowledge needed to complete a significant applied learning project (Hart Research Associates, 2015).Hodges and Burchell (2003) compared students ' perceptions of their performance readiness on 25 work-related competencies with employers ' perceptions of students -the-'jobopnerformance. Employers also rated the importance they associated with the same competencies. The most valued competency by employers, according to Hodges and Burchell (2003), was ability and willingness to learn. That is, in the face of change employers felt employees must be willing to learn new skills, and they need to be perceived as possessing high potential to acquireknowledge. Competencies that impact an organization p'ersformance including customer service, quality, accuracy, interpersonal communication, and problem solving ranked high in importance. In addition, qualities such as drive, passion, motivation, and internal attitudes contribute to a prospective graduate 's employability. As stated by Hodges and Burchell(2003), “ employers want -ro‘unwd e dll ' graduates with a broad range of competencies ” (p. 19).StudentsStudents, also, are buffeted from several sides. The increasingly demanding requirements by prospective employers are compounded by the financial squeeze involving rising costs and relatively stagnant incomes. Parents are pressured to conserve their spending due to the 2008-2009 economic downturn that undercut financial assets available to pay college tuitions. Parental limitations add to the incentives for students to seek education that prepares them to earn a paycheck (Hanover Research, 2014).Students can readily identify with individuals who did not complete college, such as Bill Gates of Microsoft and Mark Zuckerberg of Facebook, yet succeeded beyond far beyond early expectations. According to Brown (2016) Americans are questioning the need for a college degree, with a mere 16% of U.S. adults indicating that a bachelor'desgree prepares students “ verywell ”for careers. As new generations enter the workforce, expectations and values, as well as students ' priorities and agendas for the futruerea,lsao changing.How satisfied with their educations are students? Although a consensus of factors can be reduced to a relatively confined set, it is also evident that standardization of data collection could produce clearer insights. In a study of 1,202 college business seniors Letcher and Neves (2010) focused on factors that have the greatest impact on students. The criteria of satisfaction the authors applied were meeting of expectations, value of the educational investment, and likelihood of recommending the program to a friend. Factors carrying the greatest weights were extra-curricular activities, career opportunities, and quality of teaching. Among factors Maddox and Nicholson (2008) found that accounted for student satisfaction were school environment, quality of advising, and computer resources including student support services. The school environment covered interpersonal dynamics and perceptions of feeling valued by faculty as evidenced by faculty members demonstrating availability outside the classroom and interest in helping the students. In a review of attributes that most influence student satisfaction with their educational experience, Gibson (2010) found quality of teaching, skills and knowledge acquired, and the curriculum to be most significant. Non-academic factors that figured significantly were feelings of belonging, and perceptions of institutional responsivenessand concern (Gibson, 2010).Career Support ServicesThree critical junctures in the education-to-employee progress were identified in a study of 8,000 education providers, youth, and employers across nine countries conducted by The McKinsey Center for Government to gain insights into issues in education to employment: (a) enrolling in postsecondary education, (b) building job-relevant sills, and(c) finding a job. College career services can have a role in meeting these challenges extending from college matriculation through graduation (Mourshed, Farrell, & Barton, 2012).Addressing demands placed on college career services, Philabaum (2015) discussedchanges being forced by state legislatures, the federal government, media, parents, students, and alumni in the interest of improving students t'ransition from school to gainful employment. Philabaum referenced two roadblocks to career services effectiveness:getting students into the career center and (b) receiving sufficient resources to perform the career services functions effectively.Colleges have shifted from earlier access-relatedpriorities to their current emphasis on student successinitiatives according to Coley, C., Coley, T., and Lynch-Holmes (2016), senior consultants with the software portfolio and services provider Ellucian. Success measures include persistence to graduation, transfer success, time to degree, and improved learning outcomes. Colleges, the authors assert, now “bear responsibfor providing students with the support the need to achieve their goals (Coley et al., 2016, p. 1). A comprehensive review of opportunities for college students to build skills outside the classroom was offered by Bob Franek (2017), Editor-in-Chief at the Princeton Review. Among these programs are alternating work with courses (cooperative education), job-shadowing programs, internships, research, communityservice, student organization activities, study abroad, and independent projects involving special interests from theater to lab volunteering (Franek, 2017).Higher levels of accountability around student outcomes are being demanded even by accrediting agencies as observed by Coley et al. (2016). Standardization of student education outcomes has aided comparability among educational institutions. In the report First Destinations for the College Class of 2015 (NACE, 2016b), destination categories include standard employment, entrepreneur, contract employee, freelance, internship, service, and military, plus continuing education. The summary presentation used by the Kenan-Flagler Business School at the University of North Carolina, (V ogel, 2016) shows student outcomes by industry, business discipline, full time, internship, graduate study, geographic region, top destination cities, and compensation, including signing bonus (Vogler, 2016).The focus of future career services will include building connections through partnerships and developing career communities of learners and networks that engage students and alumni. A theme that ties career services together is placing studentse'mployability at the center of all campus communities (Dey & Cruzvergara, 2017).Delta State University has established a student success center with committees covering academic advising, early alert, first-year seminar,and institutional data analysis. Student success efforts enlist the academic council, the dean council, academic leaders, and freshmen orientation and enrollment groups (Coley et al., 2016). Mercy College in New York City developed a Personalized Achievement Contract (PACT) with students. As part of the program mentors are cross-trained in academic advising, financial aid, student support services, and are actively engaged with students from pre-enrollment through all steps in the students experience (Coley et al., 2016). In a more encompassingscope a student success center may train faculty, frontline staff, residence hall directors, and other staff who serve as a first line response to student questions and concerns “ For many students, knowing that someone in the institution cares about how they are performing is a powerful motivator” (Coley et al., 2016, p.5).The changing structural relationships within support functions and the added impetus given to student success in transitioning at Leigh University is evident in the creation of a new position at the Associate Dean level within the College of Business and Economics. This position was designed to strengthen programing, events, and services offered to business students (Lehigh University College of Business and Economics, 2017a), and in coordination with the university-wide Center for Career and Professional Development Office. As stated, an intention was to provide professional development opportunities that prepare students tobe effective in leadership roles in organizations (Lehigh UniversityCollege of Business and Economics, 2017a).中文加强大学支持服务以促进大学生就业威廉阿诺德摘要本文回顾了大学面临的挑战,包括需要采取行动应对新的情况,以教育大学生并为他们毕业后做好生产性角色做准备。

职业规划 外文翻译 外文文献 英文文献 两篇

职业规划 外文翻译 外文文献 英文文献 两篇

附:原文一Connecting Students To CareersJohn A NietupskiTechniques [J].2008,(2):26-29.The article reports on the Career Connections program which is developed to help highschool students with disabilities identify their career goals, and keep the jobs that match those goals. The program helps the special needs students search for employment opportunities that conforms with their skills and interests. Career Connections is comprised of six program elements which are designed to answer specific question that can guide the student's career path.Key words: College students; Career planningYoung people searching for employment opportunities fresh our ofhigh school know how difficult it can be to find openings that Hetheir skills and interests. It isn't easy successfully competing withother jobseekers for those all too rare positions that pay a goodwage, have reasonable hours, and offer employer benefits andprospects for advancement. This is a daunting undertaking for many individu-als—and even more so for a young person who happens to have a disability.According to the United States Chamber of Commerce, the unemploymentrate for individuals with disabilities is a staggering 62 percent. The GramWood Area Education Agency (GWAEA), an intermediate agency that serves33 east central Iowa school districts, began working in 2000 to determine why young people with disabilities were having a difficult time transitioning fromhigh school to the world of work.GWAEA was particularly disturbed by its follow-up survey findings whichshowed that students in the middle range of the severity continuum werestruggling to find and keep good jobs. More than 40 percent of graduatesserved in what were called Self-Contained with Integration programs andwere unemployed, and more than 20 percent only worked pan time within 18months of leaving high school. The agency determined that one explanationfor the numbers is the fact chat students had insufficient career explorationand work experiences in high school. As a result, most graduated with no realidea of what they wanted to do. Compounding the problem was the iact thatmany students either did not seek or did not qualify for adult services thatmight have helped them enter a career that matched their talents and interests.Career ConnectionsCareer Connections was created to help high school students with disabilitiesidentify career goals and then find, learn and keep jobs that match those goals.Foundedin 2001 with grants from the U.S, Department of Education's Officeof Special Education Programs, Career Connections is a collaborative effortinvolving students, families, school staff. GWAEA and community rehabilita-tion agencies such as Goodwill Industries of the Heartland and AdvancementServices of Jones County, The program has expanded to serve 60 to 70 stu-dents annually from 21 Iowa high schools, with districts paying for programservices. The progratn was developed on the premise that students withdisabilities need extra training and support to be successful in the workforce.It has six program elements, each designed to answer a specific question that will help guide the student's career path.Career Connections' OutcomesWesley lUiCharme was rclerred to the program this past year fromone of the rural districts participating. Although he had an interestin automobiles because of his father's occupation as a car salesper-son, he approached the end of his senior year with no clear idea asto what he wanted to do. He did know for sure though that furtherschoolwork was not in his plans. Career Connections' staff startedworking with DuCharme by going through the YES ("Your Employ-ment Selections"—Morgan, 2003) CD-ROM-based career interestinventory. This program shows short clips of various jobs, withstudents indicating preferences among the choices presented anddescribing the appealing or unappealing job elements.ImplicationsThe National Secondary Transition Technical Assistance Centernotes that desirable employment outcomes for students with dis-abilities don't "just happen." Rather, success is dependent uponstrong school programs that provide personalized, intensive careerexploration opportunities and customized supports. Sometimesthose services need to extend beyond the typical four-year highschool experience. Career Connections is one program that hasdemonstrated the effectiveness of such an approach. One-on-onecounseling, training and personalized involvement with eachstudent are what make the program such a success. The dedicationof our staff, students' determination and support, and families andemployers are key to making things click.外文文献翻译(附原文)译文一:关于高校学生的职业生涯规划John A NietupskiTechniques [J].2008,(2):26-29.摘要:本文主要研究的是关于帮助高校学生找出他们的不正确的职业规划目标,制定科学的职业规划目标,以能够与将来的工作相匹配。

教育与就业的英语作文范文

教育与就业的英语作文范文

教育与就业的英语作文范文In the modern era, the significance of education andits impact on employment cannot be overstated. The relationship between the two is intricate and multifaceted, encompassing various aspects such as skill development, career opportunities, and social mobility. This essay delves into the nexus of education and employment, exploring how education shapes individuals' employability and career prospects.Firstly, education serves as a critical tool for skill development. Through formal education systems, individuals acquire knowledge, technical skills, and critical thinking abilities that are essential for success in the workplace. Whether it's primary, secondary, or higher education, each level contributes to building a foundation of competencies that prepare students for the demands of the job market.Moreover, education expands career opportunities. By obtaining higher levels of education, individuals can access a wider range of job opportunities, often with higher salaries and better working conditions. A well-educated workforce is also more likely to be attracted byemployers, as they possess the skills and knowledge necessary to contribute effectively to the organization.Additionally, education acts as a catalyst for social mobility. In many cases, education is the primary pathway out of poverty and social exclusion. By providing individuals with the tools and resources to succeed, education can help break the cycle of intergenerational poverty and promote social inclusivity.However, it's important to note that the relationship between education and employment is not always straightforward. The job market is constantly evolving, and the skills and competencies required for success are constantly changing. Therefore, education systems must adapt and evolve to meet these changing demands. This involves providing students with the flexibility and agency to develop their own unique skill sets, while also encouraging critical thinking and innovation.Furthermore, the quality of education is crucial. Investing in quality education systems that provide students with a comprehensive and rigorous curriculum is essential for ensuring that they are well-prepared for thejob market. This includes providing teachers with the necessary resources and support to deliver effective teaching, as well as ensuring that schools and universities have the infrastructure and facilities to support learning. In conclusion, the nexus of education and employment is critical for individuals, organizations, and society at large. By providing individuals with the skills, knowledge, and opportunities to succeed in the job market, education acts as a powerful tool for social and economic development. However, to ensure its effectiveness, education systemsmust adapt and evolve to meet the changing demands of thejob market, while also investing in quality and inclusivity. **教育与就业的纽带**在现代社会,教育的重要性及其对就业的影响不容忽视。

高校学生就业问题研究外文参考文献译文及原文

高校学生就业问题研究外文参考文献译文及原文

高校学生就业问题研究外文参考文献译文及原文1. 文献参考1. Brown, D. (2015). "The challenges faced by university graduates in the job market." Journal of Education and Work, 28(8), 917-929.2. Smith, J. (2016). "Factors influencing university graduates' employability." Studies in Higher Education, 41(1), 163-178.3. Johnson, R. (2017). "The role of career counseling in supporting university students' transition to the workplace." Journal of Career Development, 44(3), 275-288.2. 文献译文1. Brown, D.(2015)。

"大学毕业生在就业市场中所面临的挑战。

" 《教育与职业学刊》,28(8),917-929。

2. Smith, J.(2016)。

"影响大学毕业生就业能力的因素。

" 《高等教育研究》,41(1),163-178。

3. Johnson, R.(2017)。

"职业咨询在支持大学生进入职场的角色。

" 《职业发展学刊》,44(3),275-288。

3. 原文1. Brown, D. (2015). "The challenges faced by university graduates in the job market." Journal of Education and Work, 28(8), 917-929.2. Smith, J. (2016). "Factors influencing university graduates' employability." Studies in Higher Education, 41(1), 163-178.3. Johnson, R. (2017). "The role of career counseling in supporting university students' transition to the workplace." Journal of Career Development, 44(3), 275-288.。

大学生就业英文文献

大学生就业英文文献

Thank you. Thank you very much. Thank you. I want to thank Jim Wolfensohn for participating in this conference. This is hot off the presses. The Social Entrepreneurship in the Middle East: Towards Sustainable Development for the Next Generation, produced by the Wolfensohn –as in Jim Wolfensohn –Center for Development at the Brookings Institute –apparently, this is an issue whose time has come. And that’s because of all of you.So it is such a pleasure to be with you at one of the most exciting gatherings of entrepreneurs anywhere in the world today. And I join those who have already welcomed you to Washington and thank you for helping to make President Obama’s Summit on Entrepreneurship such a success. With this summit, we carry forward a conversation about the role that entrepreneurs can and must play in a healthy, thriving, prosperous, stable society, and how each of us, no matter where we live or who we are, can help to spread the principles and the benefits of entrepreneurship to people everywhere.I would imagine that some of you came wondering, well, what is this really all about and why is the United States and the Obama Administration sponsoring this conversation? And it is because we believe that by bringing together men and women from dozens of countries and all walks of life, this summit has made one thing clear: Being entrepreneurial does not depend on your job title or what you studied in school or even that you went to formal schooling at all. Entrepreneurship is a way of looking at the world and seeing not just obstacles, but opportunities; not just the world as it is, but the world as it could be, and then having the confidence, the determination, and the resources to move those worlds closer together.An entrepreneur is anyone with the imagination to conceive of a new product, process, or service, and the ability and persistence to turn that idea into something real. My father was a small businessperson. By that, I mean very small. He employed maybe one, two, or three laborers depending upon what he was doing. He ran a small printing plant for fabrics. He enlisted my mother, my brothers and me. We were often down there at the factory doing the work of pouring the paint into the silk screens and taking what was called a (inaudible) and pushing the paint through the design and then lifting the screen up and moving it down these very long tables. And it was really remarkable that my father made a success of that small business just by stint of hard work, persistence, commitment, and a belief that he could.Well, here with us today are people who would recognize that story. Masooma Habibi, who was born in an Afghan refugee camp, worked as a carpet weaver as a young girl, and now, at the age of 23, runs her own electrical engineering company in Kabul and has more than 20 employees. Ibrahim Qureshi, who –yes, let’s give her a round of applause. (Applause.)Ibrahim Qureshi, who founded Pakistan’s first domestic computer brand; and Rehema Jaldesa, who runs a construction and telecommunications company in Kenya, literally helping to build her country’s future; Daler Jumaev, who directs the only private power company inTajikistan. It used to provide just 12 hours of electricity a day, but thanks to his leadership, homes there now have power nearly around the clock.As these and so many other stories represented by all of you show, entrepreneurs create jobs, deliver services, help new industries get off the ground, raise the standard of living of direct employees, and then all who are touched by them. But the realm of the entrepreneur exists beyond business. Entrepreneurs are tackling problems of poverty and inequity, like Shaheen Mistri, whose nonprofit provides after-school tutoring to children in slums in India. They’re closing gaps in healthcare delivery and access to capital, like Amjid Ali, a banker who leads health and finance outreach programs for South Asian immigrants in England. They’re expanding access to communication technologies, helping people connect to each other and the larger world, like Papa Yusupha Njie, who trains young people in Web design and computer repair at his cyber cafe in The Gambia.Now, these accomplishments should be possible anywhere and everywhere. Human imagination is, after all, universal. Yet too often, people cannot follow where their imagination leads them because innovation is simply too difficult or too risky. As a result, good ideas have nowhere to go.So in light of these challenges, President Obama proposed this summit not only to celebrate your work, but to find ways to sustain, strengthen, and expand it. We knew that more dreams could come true if you could be put in touch with each other, and I’ve been delighted to hear about your discussions during the summit –the challenges you’ve addressed, the stories you’ve shared, the opportunities you’ve begun to explore together. And I hope these conversations will continue throughout the week at the events that our partners have planned for you in Washington.Because engaging through entrepreneurship can benefit every country represented here, including, I might add, the United States, by forging closer ties through increased trade, new educational exchanges, new partnerships in science and technology, greater cooperation on global challenges like hunger, poverty, or climate change. Relations between nations are sustained by the connections between their peoples. And so we are all stronger for your time together here.And I hope each of you will return home full of new ideas and a renewed sense of both purpose and possibility. But as you know, an entrepreneur’s life is not always easy, especially in the early days of a new enterprise when success is far from certain and partners may be hard to find. But every one of you is now part of this global community, with access to a network of information, advice, and support. And I hope you will help expand this community and turn the conversations you’ve had here into collaborations that endure.And as you do that, I hope you’ll remember that the fullest measure of your i mpact will not only be in dollars or dinars or rupees or rupiahs, but in the lives you change and the progress you inspire and the better futures you help to create. Because you have the power not only to drive economic growth, but to promote shared prosperity, call for open and accountable governance, help expand access to services like healthcare and education. These are the pillars of stable, thriving societies. And you are the people with the talent and opportunity to help build them.And you can count on the United States to be your partner, because this summit reflects the new approach to foreign policy that President Obama described last year at Cairo University, one that we have been putting into practice through partnerships based on shared values, mutual respect, and mutual responsibility. These partnerships are not only with governments, but they are with citizens like all of you who can help us generate local, regional, and global progress. So far, we have developed initiatives that will build on the work of this summit and support entrepreneurs worldwide in the months and years ahead.And here are some of the outcomes of this summit, as to what the United States intends to do. First, we are launching the Global Entrepreneurship Program. That’s a n initiative that will provide concrete support to new entrepreneurs, starting in Muslim-majority communities and eventually expanding to others worldwide. Through this program, we will work with the United States private sector partners and local businesses, along with civil society groups, to help create successful entrepreneurial environments. We will help sponsor business plan competitions to identify and support promising ideas. We will work to expand access to capital so entrepreneurs with a sound business concept will have access to credit to enable them to put their ideas to work. We will facilitate partnerships between business schools in the United States and educational institutions worldwide to share knowledge and help strengthen business education. We will support mentoring programs so someone starting out can benefit from the experience of someone who’s been down that road before.I’m program, in Egypt, coordinated by a team of Entrepreneurs in Residence from USAID. We will soon launch our second program in Indonesia, and we plan to expand to a dozen countries within the next two years. pleased to announce the launch of the Global Entrepreneurship Program’s first pilotSecond, we have established partnerships with two Silicon Valley-based organizations: the Global Technology and Innovation Partners, and the Innovators Fund. Both were started by U.S. venture capitalists and business leaders inspired by President Obama’s call at Cairo to support innovation and entrepreneurship in Muslim majority communities worldwide. Both partnerships will launch in Egypt, Jordan, Lebanon, Turkey, and Malaysia, and will then expand from there.These new efforts will help increase access to seed funding, venture capital, and Silicon Valley’s technology and busines s expertise. The State Department will help facilitate this effort by connecting these funds with local partners and institutions. Now, our partnerships are inclusive. We seek to work with a wide range of private sector groups that are looking to support entrepreneurs worldwide.We will also be working to implement an exciting partnership that I launched this morning. Together with former Secretary of State Madeleine Albright, I announced a collaboration between the State Department and a new group called Partners for a New Beginning. This is a team of eminent Americans from across sectors and industries who will lead an effort to engage the U.S. private sector in carrying out our vision for a new beginning with Muslims in communities globally.For example, they might reach out to companies to provide equipment and technology for the Scientific Centers of Excellence overseas, or help launch internships and mentoring programs for emerging business leaders, or encourage angel investors in this country to partner with angel investors abroad. Through collaborations like these, Partners for a New Beginning will deepen ties between our people and institutions, and give more Americans the chance to contribute to this common endeavor.Partners for a New Beginning will be chaired by Secretary Albright. Its vice chairs will be Walter Isaacson, the president of the Aspen Institute, and Muhtar Kent, the chairman and CEO of Coca-Cola Company. And I want to thank them for their commitment and I really hope that this effort will inspire similar efforts from private sector leaders around the world.Fourth, I’m pleased to announce the launch of a new effort to expand access to mentors for aspiring and emerging entrepreneurs. We’re calling it the e-Mentor Corps. Mentors provide invaluable support and advice, but for too many entrepreneurs, good mentors are hard to find. You may be doing something that nobody else you know has ever attempted before. Through the e-Mentor Corps, an entrepreneur seeking a mentor can go online and find a person with the expertise they need on everything from securing financing to writing a business plan.Several private sector groups have pledged to supply mentors from their global networks, including Intel, Ernst & Young, the Kauffman Foundation, Endeavor, TechWadi, the Young Presidents’ Organization, and Babson College. The State Department has worked with several existing groups to create and develop online portals for the e-Mentor Corps. And in the days ahead, we will post links to those sites on the State Department homepage. We will also email you and other partners with the details of how to sign up. And we hope that in the future, each of you can become a mentor as well. The success of this program depends on its participants, and I urge you to join and to encourage others to do the same.Now, these initiatives comprise a first wave of programs to promote global entrepreneurship. But they reflect the Obama Administration’s commitment to a new approach to development, one based on investment, not aid; on supporting local leadership and ideas rather than imposing our own. We believe that this approach is more likely to yield lasting results in the form of greater security, dignity, prosperity, and opportunity for more people worldwide. And we call on other governments to help facilitate this progress.Now, in particular, we know that there are many obstacles to your doing business in many of the countries represented here. We need to encourage your governments to make the legal and commercial reforms needed to encourage trade, allow for the free flow of ideas, lower the barriers to launching new businesses.These reforms are critical to creating an environment in which entrepreneurs can flourish. I have emphasized all of these issues in my conversations with leaders around the world and will continue to do so. And for those countries willing to take the necessary steps, the United States will be a partner in creating environments that foster new businesses and foster an investment climate that will attract capital from everywhere.So we know there’s a lot of work to do, and we’re counting on you to help us. For if one thing unites all entrepreneurs, it is a belief in the possible, a belief that your world and the larger world can be made better, that new ideas can solve old problems, problems that are centuries old, and that one person’s hard work can lift many lives. Now, you know these things are true because you prove them every single day.I think one of the clear lessons that we have learned from working with so many people around the world over the course of so many years is that the old story about whether you give a person a fish or you help a person to learn to fish is so universally true. And what we want to do is unleash the talent and creativity that exists across the world, in every community. I’m often amazed at how resourceful people are in the poorest of the poor families and neighborhoods and communities. People solve problems that nobody’s helping them solve. And I often think abo ut the young people that I’ve worked with over the years who were denied opportunities for education, who didn’t come from stable families, who were told time and time again that they couldn’t do something or they weren’t worth anything, but somehow found the strength inside to discard what the outside world told them and to believe in themselves. It really takes that level of belief to overcome the obstacles that we see preventing progress, stifling creativity.So I urge you to continue to innovate, experiment, and lead; to use your resources and the power of your example to bring more people into this exciting activity that will improve lives, raise incomes, expand the horizons of so many who otherwise would not have a chance. I am absolutely convinced that building a strong economic foundation, creating a middle class, is essential to building good governance, rule of law, sustainable development, and so much more.So we may come from different places. We may have different histories, different cultures. But we believe in the power of the individual, or you would not be here. We believe that a person with a good idea, willing to work hard, can really make a difference.So I thank you for what you’ve already accomplished, and I look forward to hearing abou t all of your achievements in the years ahead. The United States is very proud to support you as you make your way, as you decide your future.And I finally would just ask that you think about other opportunities that could be provided through this partnership that we are creating for a new beginning. You are the experts in where you live, where you work, where you are building your futures. So please don’t be hesitant about letting us know what is working and what’s not working, because we believe in takin g hard looks at the facts and evidence. And if something’s not working, we want to change direction and get on a path that is more likely to succeed. We need your feedback, we need your honest and constructive criticism, we invite it. We more than invite it; we welcome it.So thank you for being part of this exciting adventure that we have launched today with this summit. I’m so pleased that you all were willing to travel here and maybe take a little bit of a chance on what you were going to find at the other end, to try to figure out what was this really all about and where was it leading, if anywhere. But now it’s up to both of us. We can put on the conference and provide the space, but it’s really up to each of you to determine whether thisventure can really be a success. But having read a lot of the bios and a lot of the information about the participants, I think it’s a pretty safe bet. So we’re going to work with you. And thank you for believing in a better future for everyone.。

毕业论文外文文献及翻译

毕业论文外文文献及翻译

毕业设计说明书英文文献及中文翻译班姓学专级:名:院:业:10210A02 1021010633梁卓越软件学院软件工程(软件开发与测试)指导教师:韩涛常旭青2014 年 6月学号:英文文献出自《IBM System Journal,2006,44(2):33-37》作者:Malcolm DavisS truts——An Open-source MVC Implementation This article introduces Struts, a Model-View-Controller implementation that uses servlets and JavaServer Pages (JSP) technology.Struts can help you control change in your Web project and promote specialization. Even if you never implement a system with Struts, you may get some ideas for your future servlets and JSP page implementationIntroductionKids in grade school put HTML pages on the Internet. However,there is a monumental difference between a grade school page and a professionally developed Web site. The page designer(or HTML developer)must understand colors, the customer,product flow, page layout, browser compatibility, image creation, JavaScript, and more. Putting a great looking site together takes a lot of work, and most Java developers are more interested in creating a great looking object interface than a user interface. JavaServer Pages (JSP) technology provides the glue between the page designer and the Java developer.If you have worked on a large-scale Web application, you understand the term change.Model-View-Controller(MVC) is a design pattern put together to help control change.MVC decouples interface from business logic and data. Struts is an MVC implementation that uses Servlets 2.2 and JSP 1.1 tags, from the J2EE specifications, as part of the implementation.You may never implement a system with Struts, but looking at Struts may give you some ideas on your future Servlets and JSP implementations.Model-View-Controller(MVC)JSP tags solved only part of our problem.We still have issues with validation, flow control, and updating the state of the application. This is where MVC comes to the rescue. MVC helps resolve some of the issues with the single module approach by dividing the problem into three categories:ModelThe model contains the core of the application's functionality.The modelencapsulates the state of the application. Sometimes the only functionality itcontains is state. It knows nothing about the view or controller.ViewThe view provides the presentation of the model. It is the look of theapplication.The view can access the model getters,but it has no knowledge ofthe setters.In addition,it knows nothing about the controller.The view shouldbe notified when changes to the model occur.ControllerThe controller reacts to the user input. It creates and sets the model.MVC Model 2The Web brought some unique challenges to software developers,mostnotably the stateless connection between the client and the server.Thisstateless behavior made it difficult for the model to notify the view of changes.On the Web, the browser has to re-query the server to discover modification to the state of the application.Another noticeable change is that the view uses different technology forimplementation than the model or controller.Of course,we could use Java(or PERL,C/C++or what ever) code to generate HTML. There are severaldisadvantages to that approach:Java programmers should develop services,not HTML.Changes to layout would require changes to code.Customers of the service should be able to create pages to meet their specificneeds.The page designer isn't able to have direct involvement in page development.HTML embedded into code is ugly.For the Web, the classical form of MVC needed to change. Figure4displaysthe Web adaptation of MVC,also commonly known as MVC Model 2 orMVC2.Struts detailsDisplayed in Figure 6 is a stripped-down UML diagram of theorg.apache.struts.action package.Figure6 shows the minimal relationshipsamong ActionServlet(Controller),ActionForm (Form State),and Action(Model Wrapper).The ActionServlet classDo you remember the days of function mappings? You would map some input event to a pointer to a function.If you where slick, you would place the configuration information into a file and load the file at run time.Function pointer arrays were the good old days of structured programming in C.Life is better now that we have Java technology,XML,J2EE,and all that.The Struts Controller is a servlet that maps events(an event generally being anHTTP post)to classes.And guess what -- the Controller uses a configurationfile so you don_t have to hard-code the values.Life changes, but stays thesame.ActionServlet is the Command part of the MVC implementation and is thecore of the Framework.ActionServlet (Command) creates and uses Action,an ActionForm, and ActionForward. As mentioned earlier, the struts-config.xmlfile configures the Command.During the creation of the Web project, Actionand ActionForm are extended to solve the specific problem space. The filestruts-config.xml instructs ActionServlet on how to use the extended classes.There are several advantages to this approach:The entire logical flow of the application is in a hierarchical text file. Thismakes it easier to view and understand, especially with large applications.The page designer does not have to wade through Java code to understand the flow of the application.The Java developer does not need to recompile code when making flowchanges.Command functionality can be added by extending ActionServlet.The ActionForm classActionForm maintains the session state for the Web application.ActionForm is an abstract class that is sub-classed for each input form model. When I sayinput form model, I am saying ActionForm represents a general concept ofdata that is set or updated by a HTML form.For instance,you may have aUserActionForm that is set by an HTML Form.The Struts framework will:Check to see if a UserActionForm exists;if not, it will create an instance ofthe class.Struts will set the state of the UserActionForm using corresponding fieldsfrom the HttpServletRequest.No more dreadful request.getParameter()calls.For instance,the Struts framework will take fname from request stream andcall UserActionForm.setFname().The Struts framework updates the state of the UserActionForm before passing it to the business wrapper UserAction.Before passing it to the Action class,Struts will also conduct form statevalidation by calling the validation()method on UserActionForm.Note: This is not always wise to do. There might be ways of using UserActionForm inother pages or business objects, where the validation might be different.Validation of the state might be better in the UserAction class.The UserActionForm can be maintained at a session level.Notes:The struts-config.xml file controls which HTML form request maps to whichActionForm.Multiple requests can be mapped UserActionForm.UserActionForm can be mapped over multiple pages for things such aswizards.The Action classThe Action class is a wrapper around the business logic.The purpose of Action class is to translate the HttpServletRequest to the business logic. To use Action, subclass and overwrite the process()method.The ActionServlet(Command)passes the parameterized classes to ActionForm using the perform()method.Again, no more dreadful request.getParameter()calls.By thetime the event gets here,the input form data (or HTML form data)has already been translated out of the request stream and into an ActionForm class.Struts,an MVC2 implementationStruts is a set of cooperating classes, servlets,and JSP tags that make up a reusable MVC2design.This definition implies that Struts is a framework, rather than a library, but Struts also contains an extensive tag library and utility classes that work independently of the framework. Figure5 displays an overview of Struts.Struts overviewClient browserAn HTTP request from the client browser creates an event.The Web container will respond with an HTTP response.ControllerThe Controller receives the request from the browser,and makes the decisionwhere to send the request.With Struts,the Controller is a command designpattern implemented as a servlet.The struts-config.xml file configures theController.Business logicThe business logic updates the state of the model and helps control the flow of the application.With Struts this is done with an Action class as a thin wrapper to the actual business logic.Model stateThe model represents the state of the application.The business objects updatethe application state. ActionForm bean represents the Model state at a sessionor request level,and not at a persistent level. The JSP file reads informationfrom the ActionForm bean using JSP tags.ViewThe view is simply a JSP file. There is no flow logic,no business logic, and no model information-- just tags. Tags are one of the things that make Strutsunique compared to other frameworks like Velocity.Note:"Think thin"when extending the Action class. The Action class should control the flow and not the logic of the application.By placing the business logic in a separate package or EJB,we allow flexibility and reuse.Another way of thinking about Action class is as the Adapter design pattern. The purpose of the Action is to "Convert the interface of a class into another interface the clients expect.Adapter lets classes work together that couldn_t otherwise because of incompatibility interface"(from Design Patterns - Elements of Reusable OO Software by Gof).The client in this instance is the ActionServlet that knows nothing about our specific business class interface. Therefore, Struts provides a business interface it does understand,Action. By extending the Action, we make our business interface compatible with Struts business interface. (An interesting observation is that Action isa class and not an interface.Action started as an interface and changed into a class over time.Nothing's perfect.)The Error classesThe UML diagram (Figure6)also included ActionError and ActionErrors. ActionError encapsulates an individual error message.ActionErrors is a container of ActionError classes that the View can access using tags.ActionErrors is Struts way of keeping up with a list of errors.The ActionMapping classAn incoming event is normally in the form of an HTTP request, which the servlet Container turns into an HttpServletRequest.The Controller looks at the incoming event and dispatches the request to an Action class. The struts-config.xml determines what Action class the Controller calls. The struts-config.xml configuration information is translated into a set of ActionMapping, which are put into container of ActionMappings. (If you have not noticed it,classes that end with s are containers) The ActionMapping contains the knowledge of how a specific event maps to specific Actions.The ActionServlet(Command) passes the ActionMapping to the Action class via the perform()method. This allows Action to access the information to control flow. ActionMappingsActionMappings is a collection of ActionMapping objects.Struts prosUse of JSP tag mechanismThe tag feature promotes reusable code and abstracts Java code from the JSPfile.This feature allows nice integration into JSP-based development tools that allow authoring with tags.Tag libraryWhy re-invent the wheel,or a tag library?If you cannot find something youneed in the library, contribute.In addition,Struts provides a starting point ifyou are learning JSP tag technology.Open sourceYou have all the advantages of open source,such as being able to see the codeand having everyone else using the library reviewing the code. Many eyesmake for great code review.Sample MVC implementationStruts offers some insight if you want to create your own MVCimplementation.Manage the problem spaceDivide and conquer is a nice way of solving the problem and making theproblem manageable. Of course,the sword cuts both ways. The problem ismore complex and needs more management.Struts consYouthStruts development is still in preliminary form. They are working towardreleasing a version 1.0,but as with any 1.0version,it does not provide all thebells and whistles.ChangeThe framework is undergoing a rapid amount of change.A great deal ofchange has occurred between Struts0.5 and1.0. You may want to downloadthe most current Struts nightly distributions,to avoid deprecated methods.Inthe last 6 months,I have seen the Struts library grow from90K to over270K.I had to modify my examples several times because of changes in Struts,and Iam not going to guarantee my examples will work with the version of Strutsyou download.C orrect level of abstractionDoes Struts provide the correct level of abstraction? What is the proper level of abstraction for the page designer?That is the $64K question.Should we allowa page designer access to Java code in page development? Some frameworkslike Velocity say no, and provide yet another language to learn for Webdevelopment. There is some validity to limiting Java code access in UIdevelopment.Most importantly,give a page designer a little bit of Java,andhe will use a lot of Java.I saw this happen all the time in Microsoft ASPdevelopment.In ASP development,you were supposed to create COM objectsand then write a little ASP script to glue it all together. Instead,the ASPdevelopers would go crazy with ASP script.I would hear"Why wait for aCOM developer to create it when I can program it directly with VBScript?"Struts helps limit the amount of Java code required in a JSP file via taglibraries.One such library is the Logic Tag,which manages conditionalgeneration of output,but this does not prevent the UI developer from goingnuts with Java code.Whatever type of framework you decide to use, youshould understand the environment in which you are deploying andmaintaining the framework.Of course,this task is easier said than done.Limited scopeStruts is a Web-based MVC solution that is meant be implemented withHTML, JSP files, and servlets.J2EE application supportStruts requires a servlet container that supports JSP1.1 and Servlet 2.2specifications.This alone will not solve all your install issues,unless you areusing Tomcat3.2.I have had a great deal of problems installing the librarywith Netscape iPlanet 6.0, which is supposedly the first J2EE-compliantapplication server. I recommend visiting the Struts User Mailing List archive(see Resources) when you run into problems.ComplexitySeparating the problem into parts introduces complexity.There is no questionthat some education will have to go on to understand Struts. With the constantchanges occurring, this can be frustrating at times.Welcome to the Web.Where is...I could point out other issues,for instance, where are the client side validations,adaptable workflow, and dynamic strategy pattern for the controller? However,at this point, it is too easy to be a critic, and some of the issues are insignificant, or are reasonable for a1.0release.The way the Struts team goes at it, Strutsmight have these features by the time you read this article, or soon after. Future of StrutsThings change rapidly in this new age of software development.In less than 5 years, I have seen things go from cgi/perl, to ISAPI/NSAPI, to ASP with VB, and now Java and J2EE. Sun is working hard to adapt changes to the JSP/servlet architecture, just as they have in the past with the Java language and API. You can obtain drafts of the new JSP 1.2 and Servlet 2.3 specifications from the Sun Web site. Additionally,a standard tag library for JSP files is appearing.中文翻译Struts——一种开源MVC的实现这篇文章介绍 Struts,一个使用servlet 和JavaServer Pages 技术的一种 Model-View-Controller 的实现。

学历与就业作文英文

学历与就业作文英文

学历与就业作文英文英文:When it comes to education and employment, there is often a debate about whether or not a higher education degree is necessary in order to succeed in the workforce. In my opinion, having a higher education degree can certainly open up more opportunities and potentially lead to higher paying jobs. However, it is not always a guarantee of success.One of the benefits of having a higher education degree is that it shows potential employers that you have acertain level of dedication and commitment to your education. It also demonstrates that you have acquired a certain level of knowledge and skills that can be applied to the workforce. For example, if you have a degree in finance, it shows that you have a strong understanding of financial concepts and can apply them to real-world situations.On the other hand, there are many successfulindividuals who do not have a higher education degree. For example, Steve Jobs, the co-founder of Apple, dropped out of college but went on to become one of the most successful entrepreneurs of all time. This goes to show that successis not solely dependent on one's level of education.In my personal experience, I have found that having a higher education degree has certainly opened up more job opportunities for me. However, it is also important to note that the job market is constantly changing and evolving. It is important to stay current with industry trends and to continue learning and acquiring new skills in order to remain competitive in the workforce.中文:当涉及到教育和就业时,人们常常争论是否需要高等教育学位才能在职场上取得成功。

  1. 1、下载文档前请自行甄别文档内容的完整性,平台不提供额外的编辑、内容补充、找答案等附加服务。
  2. 2、"仅部分预览"的文档,不可在线预览部分如存在完整性等问题,可反馈申请退款(可完整预览的文档不适用该条件!)。
  3. 3、如文档侵犯您的权益,请联系客服反馈,我们会尽快为您处理(人工客服工作时间:9:00-18:30)。

中英文对照外文翻译(文档含英文原文和中文翻译)What Do Educational Mismatches Tell Us About Skill Mismatches? A Cross-country AnalysisIntroductionThere is a substantial research literature which deals with various aspects of imperfect matching between graduates’ e ducational attainment and the educational requirements of jobs. In the economic literature on over-education, over-utilisation and underutilisation more especially, the relationship between higher education and employment is interpreted in terms of the extent to which the higher education sector provides graduates with the knowledge and skills to match employment needs (see Borghans & De Grip, 2000; Büchel, De Grip & Mertens,2003). This match is believed to affect productivity, earnings, and work satisfaction. Most of this research concentrated on the effects of working in a job that does not match one’s level of education, the underlying assumption being that this imposes a limitation on the use of skills. In addition, manystudies also take into account the effects of working in a job for which a different field of study is required.This article seeks to analyse how far the knowledge acquired in higher education corresponds to that required on the job. The central issue is what a perceived mismatch means in terms of the match between required and available skills. Do educational mismatches necessarily imply mismatches between acquired and required skills? To answer this question, five countries that participated in the 1998 CHEERS study will be examined in more detail. Particular attention will be paid to the differences between these countries.Five countries were selected which differed from each other in terms of both the structure of their national labour markets and of their higher education systems: Spain, Germany, the Netherlands, the UK and Japan. There are widespread beliefs about differences and common elements in these countries. Germany and the Netherlands are examples of countries where the match is generally believed to be rather close. In the UK and Japan, it is generally thought to be rather loose and indirect and employers tend to give greater value to generic skills. Spain is somewhere in between. These countries also differ considerably in the incidence of both over- and under-education. Although the impressive evolution of the supply of highly educated people has not been matched by an equal increase in the supply of skilled vacancies, countries show a varied pattern in this respect. In countries such as the UK and Germany, studies have found overeducation to be more pronounced than undereducation, while in the Netherlands and Spain, some studies have found the opposite (see for country-specific studies Dolton & Vignoles, 1998; Groot, Maassen & Brink, 2000; Alba-Ramirez, 1993; Alba-Ramirez & Blásquez, 2003; See also the overview by Sloane, 2003).Theoretical BackgroundThe human capital theory was developed in the early 1960s to explain the relationship between individuals’ level of schooling and their earnings in the labour m arket. Education develops skills (‘human capital’) that make graduates more productive in their jobs and this is reflected in higher earnings (Becker, 1964;Mincer, 1974). The human capital theory is based on three main propositions(Rumberger, 1994):1 the primary role of formal schooling is to develop the human capital, or the knowledge and skills, of future workers;2 the labour market efficiently allocates educated workers to firms and jobs where they are required;3 the human capital of workers increases their productivity in the workplace which is then rewarded with higher earnings.Although this theory has been well supported by the results of research, it has been criticised. Some of the main criticisms have come from scholars who emphasise the demand side of the labour market. One such criticism is that it ignores important qualitative differences in the types of knowledge and skills produced in higher education. Although the theory acknowledges differences in general skills that can be applied to a wide variety of jobs, there are important independent dimensions to human abilities and skills that cover not only the cognitive area, but also the physical and social areas (Gardner, 1983). Another criticism is the effects of mismatches between graduates’ acquired skills levels and those that are required in the workplace. They are thought to have adverse effects on both productivity and earnings.More than the standard human capital model, the job assignment model is very explicit about the relevance of the demand side of the labour market. This model as developed by Sattinger (1993) is based on the proposition that there is an allocation problem in assigning heterogeneous workers to jobs that differ in their complexity. The allocation is regarded as optimal when the most competent workers are assigned to the most complex job and the less competent workers are assigned to simpler jobs. In other words, if you can get the right person in the right place, you will optimise earnings, productivity gains, job satisfaction, etc. In the case of a mismatch, the limitations of the worker or the job impose an unnecessary restriction on the productivity that can be achieved. Employees working below their educational level will find that the characteristics of the job impose a limitation to the use of their skills and therefore to productivity and earnings. Conversely, employees working in a job above their level will lack some of the skills needed to realise the productive potential of the job.An important assumption of the assignment model is that different categories of education and jobs can be characterised as having fixed levels of available and required knowledge and skills. In other words, educational mismatches imply skill mismatches. Although the assignment model in itself seems highly plausible, this basic assumption can be questioned. Using data from a survey of graduates from Dutch universities and higher professional institutions, Allen and Van derVelden(2001) made a distinction between a formal mismatch between actual and required education (educational mismatch) and between actual and required skills (skill mismatch). Two kinds of skill mismatch were considered. Graduates were asked (1) whether their current job offered sufficient scope to use their knowledge and skills (skill use), and (2) whether they felt that they would perform better in their current job if they had additional knowledge and skills (skill deficit). Their study revealed only a rather weak relationship between educational mismatches and these two forms of skills mismatches. Their results provide strong support for the assumption that the match between individual human capital and the characteristics of the job matters. Contrary to the assumptions of the assignment theory, however, educational mismatches are neither a necessary nor a sufficient condition for skill mismatches. It appeared that a high number of Dutch graduates who were working in jobs that were not closely related to their level and/or field of study nonetheless stated that they made great use of their knowledge and skills in their work. Furthermore, only a small proportion of the wage effects of educational mismatches was accounted for by skill mismatches. These had a strong negative impact on job satisfaction, unlike educational mismatches.CHEERS DataIt is worth considering whether the CHEERS data provide further insight. In his concluding chapter of the forthcoming book on the CHEERS project, U. Teichler questions the assumption that a close ‘match’ between education and employment categories is a good indicator of graduates’ preparation for their professional tasks.He goes on to claim that employment outside graduates’ traditional professional areas cannot be taken as an indication that stud y is irrelevant for employment and work. He bases this claim on the finding that at least a third ofthe graduates working in a position for which a lower level of education would have been more appropriate reported that they made use of some of the knowledge they acquired during their course of study in their work assignments (Teichler, forthcoming, pp. 277–279). Concentrating on five countries that participated in the 1998 CHEERS study, namely Spain, Germany, the Netherlands, the UK and Japan, we will attempt to replicate the results of Allen and Van der Velden (2001). We will first describe the extent of educational and skill mismatches and the relationship between the two in the five countries and then examine the labour market effects of mismatches in terms of hourly wages, job satisfaction and the intention to quit. MethodTwo major issues will be analysed:(1)The relationship between the education-job match on the one hand and the use of knowledge and skills on the other;(2)The effects of educational and skill mismatches on wage, job satisfaction and on-the-job search.Relationship between the Education-Job Match and Use of Knowledge and SkillsSeveral methods will be employed to measure the extent of matching. In determining educational mismatches, graduates were asked to indicate what was the most appropriate level of course of study/degree. Answer categories were: higher, same level, lower tertiary level, and below tertiary level. Graduates from universities and non-university HE institutions were represented in all five countries.Effects of Mismatches on Wage, Job Satisfaction and On-the-job SearchSome regression models will be used to measure the effects of educational and skill mismatches on the dependent variables. In the explanatory analysis, we will assess the effects on the following dependent variables: natural logarithm of hourly wage, job satisfaction, and on-the-job search. In each of these analyses, the dependent variable of the previous analysis will be included in order to account for their effect. Relevant control variables will be taken into account.ConclusionOur analyses indicate that educational and skill mismatches are indeed related, as one would expect. Graduates working below their level and/or outside their own field use fewer competences than those in ‘matching’ jobs. Graduates working above their level or outside their field experience more skill shortages than those in ‘matching’ jobs. However, educational mismatches by no means imply mismatches between available and required knowledge and skills, as claimed by the job assignment model. Many graduates in ‘matching’ jobs nonetheless report skill mismatches. Furthermore, a substantial proportion of ‘overeducated’ graduates report high levels of skill use and few skill shortages.The multivariate analyses revealed strong wage effects of over-education. The wage effects of skill mismatches were much weaker. Interestingly, in Germany and the UK, there were positive wage effects of skill shortages. This seems to indicate that skill shortages do not indicate so much a below-par worker as a high-powered job. Job satisfaction was influenced by both educationaland skill mismatches. The propensity to change jobs appears only weakly related to mismatches of either kind. The results of the analyses of job satisfaction and propensity to change jobs deviate somewhat from those of Allen and Van der Velden, who found strong effects of skill mismatches on these variables.The results were broadly similar across the five countries, but there were some interesting differences. It was notable that the education-job match was best in those countries where higher education was strongly geared to the labour market (Germany and the Netherlands), but that the relation between educational and skill mismatches was weakest in those countries. Furthermore, the wage effects of over-education were also relatively weak in Germany and the Netherlands. Another notable difference was that under-educated workers in Germany and Japan showed surprisingly high levels of skill shortages in contrast to the other three countries. Finally, the propensity to change jobs was strongly dependent on both educational and skills mismatches in Germany and the UK, on educational mismatches in Spain and the Netherlands, and on neither in Japan.REFERENCESALBA-RAMIREZ, A. (1993) Mismatch in the Spanish labor market: overeducation? Journal of Human Resources, 27, pp. 259–278.ALBA-RAMIREZ, A. & BLÁZQUEZ, M. (2003) Types of job match, overeducation and labour mobility in Spain pp. 65–93.ALLEN, J. & V AN DER VELDEN, R. (2001) Educational mismatches versus skill mismatches: effects on wages, job satisfaction, and on-the-job search, Oxford Economic Papers 3, pp. 434–452. BECKER, G.S. (1964) Human Capital: A Theoretical and Empirical Analysis with special Reference to Education (New York, NBER).教育不匹配能告诉我们技能不匹配?一次横越全国分析引言目前有大量的研究文献,其中涉及各方面的毕业生的教育程度和教育的工作要求之间的不完善匹配。

相关文档
最新文档