如何控制员工流失(英文文献)
人才流失外文文献翻译最新译文
文献出处：Sahay A. Reverse Brain Drain: New Strategies by Developed and Developing Countries [J]//Global Diasporas and Development. Springer India, 2014: 183-201.译文Reverse Brain Drain: New Strategies by Developed andDeveloping CountriesAnjali SahayIntroductionKarl Marx would be amused. He longed for the day when the workers would own the means of production. Now they do.While it is traditionally argued that openness to international migration will cause an effective brain drain for the source country, in the new millennium, the discussion on brain drain has clearly moved to the more optimistic and realistic discourse on brain circulation and brain gain with a positive net return on human capital.Brain circulation as a theory posits that an immigrant’s lo cation is insignificant today, as these have become professional and social networks that link new immigrant entrepreneurs with their counterparts at home. These new transnational communities provide the shared information, contacts, and trust that allow local producers to participate in an increasingly global economy. And other brain gain strategies such as return, remittances, and other political lobbying benefits (Sahay 2009) that have become clearly visible in the twenty-first century. So far, international mobility has mostly been understood as a unidirectional phenomenon with people from ‘peripheral’, or poor, countries seeking to settle in ‘core’, or wealthy, countries typically located in the Northern Hemisphere (Altbach 2004).However, the trend has now changed dramatically to show an increasing movement of returnees of these highly skilled professionals and students back to the ‘peripheral’or poor countries. And even though the rate of return has been consistently high for Asian countries such as South Korea (Lee 2010) and Taiwan and traditionally low for countries like China and India, the trend is now picking up in both of these countries as well with expatriates seeing a benefit for themselves as they return and see equal opportunities in their home countries. As a result of these benefitsof outmigration, immigration and emigration policies are continually being adopted by policymakers across the globe to retain their best and the brightest labour and talent pool of the highly educated.In the case of developed countries (DCs), United States in particular, immigration remains a controversial topic, with illegal immigration, security concerns after September 11 attacks, demographic changes and societal and cultural impacts taking centre stage and overshadowing the more important topic of employment-based immigration that even today (DHS 2010, Yearbook of Immigration Statistics data ) remains at best 14 % of all legal immigration. And while economists have argued that ‘that the United States should e liminate quantitative restrictions on employment- based immigration as there are obvious economic benefits to opening up the borders to international labour who are highly skilled, talented, and educated, legislative policies have traditionally put numeric al limits on this form of immigration’.Currently, noting the economic benefits and contributions of immigrant population (now considered as part of US human capital), there is an increasing emphasis in US legislative process towards retaining the already present high-skilled immigrants and students with advanced degrees from leaving their shores. The Startup Visa Bill originating in the US Senate in 2011 is an important step in that direction. Either because of restrictive immigration policies or the tedious immigration naturalization process or increased benefits and opportunities in the home country, many of these immigrant populations are now ‘returning’ home. Consequently, brain drain, which was the popular jargon of the twentieth century coming from the less developed countries (LDCs), has become the jargon of the DCs who are now complaining of their own brain drain with trained immigrant populations choosing the return option and leaving their shore. 1On the other end of the spectrum, realizing the attractiveness of its diaspora community in the form of economic, social and even political gains (Sahay 2009, pp. 157–193; Khadria 1999), legislative policies are being formulated in these so- called LDCs (which are now in various stages of developmental process) in a continuous effort to attract their overseas high-skilled entrepreneurs to return or reinvest in theirhome countries contributing to a net ‘brain gain’ for the home country. ‘Pull’ factors such as cultural familiarity and family ties along with personal benefits are strong reasons for many reverse migration trends. From a gendered perspective, many also return as there are laws and rules that prohibit an immigrants’ spouse to work in the host country. While there may be personal and cultural reasons for return which cannot be quantified in an economic perspective, this chapter will mostly trace the important legislative developments that have taken place in many developing countries, particularly Asia. The International Organization of Migration has classified reasons for return migration occurring in three different ways.Return may be classified as:1. Voluntary without compulsion, when migrants decide at any time during their sojourn to return home at their own volition and cost2. Voluntary under compulsion, when persons are at the end of their temporary protected status, rejected for asylum or are unable to stay and choose to return at their own volition3. Involuntary, as a result of the authorities of the host state ordering deportation (Singla 2012) In this chapter, I will be looking at the first reason mostly and the second reason (such as persons who are at an end of their temporary stay) as the main reasons for return.Why Asia? Notwithstanding the many contributions of immigrants to the United States from different parts of the world, this chapter will focus on Asian immigration into the United States and the return of these professionals to some of these Asian countries. The reason for focusing on Asia is that since 1965 immigration reform and particularly since the tech boom of the 1990s, Asia as a region has remained consistently high as a source continent with respect to employment-based immigration and education, two of the main components of human capital. The twenty-first century is also cited as an ‘Asian Century’ with the growing importance of China and India as emerging superpowers. Furthermore, as explained by many return studies to Asia, Return redefines Asia’s relations with the world. Historically, large-scale return migrations are always related to changes in international relations. Today, in mostparts of Asia, return is an enterprising project instead of an exercise due to nostalgia. Returning to China or India from the West, for example, is perceived as a ‘return to the fu ture’—to be ahead of global business and technology curves. Returnees are significant because the action of return reinforces allegiance and loyalty, yet the returnees are expected to rejuvenate and even revolutionize the old. Return energizes nationalism in the globalizing world. (Singapore 2007) This chapter is a timely research in the field of international migration and international relation in the twenty-first century. It furthers our understanding of concepts such as ‘brain drain’ (primarily associat ed with LDCs) and ‘brain gain’(primarily associated with DCs) and also attempts to understand the importance of human capital as a source of power for any state (developed or developing) in the twenty-first century. Within this framework, the empirical evidence provided will be for the United States as the developed country and several Asian countries such as India, China, South Korea and Singapore as the prototype developing and newly emerging economies. Firstly, theoretical concepts such as human capital and brain gain will be discussed to understand why employment-based and education-based immigration are important to the host country’s economy. Second, the chapter will trace the legislative process towards employment-based and education-based immigration in the United States (mainly towards immigration from Asia) and later legislations in trying to harness and retain their immigrant population from leaving their shores. Third, the chapter will trace legislative policies evolved by some developing countries (mostly Asian countries such as India, China and Singapore) in attracting their overseas nationals seen as a talent pool of individuals back to their home countries. And to conclude, the chapter ties in all these trends to give us a better understanding of the international movement of people between Asia and the United States and brain gain strategies for the twenty-first century.Immigration reform has always stirred up a debate in the United States. When the Democrats won the majority in both the House and the Senate in the 2005 midterm elections, there was some anticipation that the legislators would move forward the immigration reform process. ‘When the immigration reform proposal bill 1639 failed(despite receiving bipartisan support most notably from Senator Ted Kennedy and President George W. Bush) it reflected the general indecision and ambivalence on the part of US policymakers on the subject of immigration’ (Brotherton and Kretsedemas 2008 ,p. 365). In the United States of America, ‘few issues a re more controversial than immigration’ (West 2010, pp. 1–20). As argued by Darrell West (2010), there is a general concern about immigration because they view the material costs of open door policies as broad-based and the benefits as concentrated.A number of studies have been made to estimate the costs and benefits of immigration to the United States, see (Jacoby 2004). Keeping aside the cost of cultural assimilation and the cost of security threats (especially after September 11), most arguments on immigration have been made using the economic cost to the country. As argued, ‘the impact of open policies falls on disadvantaged workers who feel their wages are depressed by newcomers and on taxpayers who worry about a drain on public resources, while the benefits accrue to a small group of successful immigrants’ (West 2010, p.1). This fear is further highlighted during periods of recessions where ever-shrinking employment opportunities leads to the crowding out effect: that foreigners end up taking jobs that would have otherwise gone to American workers or reduces the wages as a greater talent pool leads to more competition and thus less wages.However, looking at the long-term effects, it benefits scholars and policymakers to undertake research to look at the contribution made by immigrants to the American economy, science, biotech and high-tech industries, to say the least. These remain the focal industries as most legal immigrants entering on the H-1B (employment-based) visas tend to go in these fields and these fields are considered vital to the development of any country (especially the United States where native enrolment in these fields have been dropping consistently). In addition to training on the jobs, millions of dollars are spent by universities in training foreign students (in the form of Ph.D. tuition waivers, graduate assistantships and other fellowship grants). With the recent economic recession in the United States, many of these students have preferred to return to their home countries which are now in an advanced stage of developmentand enjoying a strong economy. The following sections will look at immigrants’ contributions in innovation, entrepreneurship, research and education and hence the argument to retain immigrants from leaving the shores of the United States contributing to a net loss to US human capital and therefore its own ‘brain drain’.In the new millennium, a state’s development and power is not only measured by its military strength and economic capability but also be measured by its investments in human capital. Human capital has been defined by economists as those important investments that an individual can make in education and experience (also training). These two factors are intrinsic to human capital because people cannot be separated from their knowledge, skills, health or values in the way they can be separated from their financial and physical assets. Thus, whether an individual migrating from one state to the other is leaving a country or entering another, what will matter are that person’s qualifications.译文扭转人才流失的现状:发达国家和发展中国家的新策略查尔斯·汉蒂引言卡尔·马克思会感到欣慰。
人员流失问题及对策外文文献翻译2
人员流失问题及对策外文文献翻译2.5万字符人员流失问题及对策外文文献翻译：Title: Employee Turnover Issues and StrategiesAbstract:Employee turnover is a significant concern for organizations as it increases costs and disrupts the workflow. This paper aims to explore the causes of employee turnover and propose strategies to reduce turnover rates. The study identified several factors contributing to turnover, including job dissatisfaction, lack of career growth opportunities, and poor management. To address these issues, organizations can implement various strategies, such as improving employee job satisfaction through fair compensation and recognition programs, providing employees with development opportunities, and enhancing management practices. Additionally, fostering a positive work environment and promoting work-life balance can also help reduce turnover rates. The findings suggest that a proactive approach should be taken by organizations to retain valuable employees and minimize turnover. Introduction:Employee turnover refers to the rate at which employees leave an organization and are replaced by new hires. High turnover rates pose challenges for organizations, including increased costs associated with recruitment and training, reduced productivity due to constant turnover, and potential loss of valuable employees. This paper aims to examine the causes of employee turnover and propose strategies that organizations can adopt to reduce turnover rates and retain valuable talent.Causes of Employee Turnover:There are various factors that contribute to employee turnover. One major factor is job dissatisfaction. When employees are dissatisfied with their job, they may seek better opportunities elsewhere. This dissatisfaction can arise from several sources, such as low compensation, lack of recognition, limited growth prospects, and poor work-life balance.Another significant factor is the lack of career growth opportunities. Employees who feel that their career is stagnating may be more likely to look for advancement opportunities in other organizations. This is especially true for early-career professionals who seek growth and development.Poor management practices also contribute to employee turnover. When employees have ineffective or unsupportive managers, they may become disengaged and unhappy in their roles. In such cases, employees are more likely to leave the organization in search of better management practices and a healthier work environment.Additionally, lack of work-life balance and high levels of stress can result in employee turnover. When employees feel overwhelmed with work and have minimal time for personal and family-related activities, their job satisfaction and overall well-being may be affected, leading to higher turnover rates.Strategies to Reduce Turnover:Organizations can adopt several strategies to reduce employee turnover rates. Firstly, they can focus on improving employee jobsatisfaction. This can be achieved through fair and competitive compensation packages, recognition and rewards programs, and fostering a positive work environment. Regularly seeking employee feedback and addressing their concerns can also contribute to higher job satisfaction.Providing employees with growth and development opportunities is another effective strategy. Organizations can offer training programs, mentorship opportunities, and clear career paths to help employees progress in their careers. This not only fulfills employee aspirations but also enhances employee engagement and loyalty.Enhancing management practices is crucial in reducing turnover rates. Organizations should invest in training programs for managers to improve their leadership skills, communication abilities, and ability to support and motivate employees. Regular performance evaluations and constructive feedback can also contribute to better managerial practices.Finally, promoting work-life balance is essential in retaining valuable employees. This can be achieved by offering flexible work schedules, remote work options, and providing support for personal and family-related commitments. Organizations should create a culture that values work-life balance and encourages employees to maintain a healthy work-life integration. Conclusion:Employee turnover is a significant challenge for organizations globally. Understanding the causes of turnover and implementing effective strategies can help organizations retain valuable talentand reduce turnover rates. By focusing on improving job satisfaction, providing growth opportunities, enhancing management practices, and promoting work-life balance, organizations can create a supportive work environment that fosters employee engagement and loyalty.。
员工流失
员工流失2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more po wers, but they did not know actually the power is any. A person possibly can say he hoped obtains a bigger power, the superintendent and the lea der can say they hoped has a more positive team, the employer hoped hi res one to have the working zeal staff, the staff hoped has one to be abl e to stimulate their power the employer. In fact, the employer is extremel y high to staff's request, therefore the staff should have stimulates the self -enthusiastic ability.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybo dy enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My gr eat friend franker ·enlightens Qiao to say that,”Is precisely this small difference creates the huge difference.”Therefore, you are use the driveor the control operate the company, already became weighs the old enterp rise and the new enterprise's symbol.Has a look the English recent commercial history, we may see the c ompany the management all is seeks the control in one kind under the sy stem to carry on. In very many situations, this kind of shoddy manageme nt pattern is extremely complex, England is continuously deep its evil.In fact, England's manager once stopped and between staff's dialogue, between the superintendent and staff's exchange communication all was c arries on through the trade union. Is engaged in commercial consultation and in training such many years in me, I had not seen between the outst anding management level and the trade union can have the big problem, I cannot find out such example.Front, I had already said, we work the world was a humanist world, but middle many organizations, the people obtain the promotion, underta kes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. Because these people ex cel at some responsibility, is very splendid on this post, therefore their co lleague hoped they can undertake superintendent's position, these people as if obtained the gracious gift which ascends the sky, knew naturally how arouses others enthusiasm, if carries on the communication, how manages others.Very many superintendents all imitate them predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle.Certainly, the control management pattern also is effective, but this p attern cannot long-time, can create the colleague between not to trust, for ms one kind “they and we”the hostile aspect.Under the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. If you encourage one to have the desire to do better person to participate i nterview, simultaneously hoped after he responds to a call for recruits suc cessfully, has the good response to this kind of control management patter n, this was simply too naive.Just like I said, the drive is lets somebody make something voluntari ly, is because these people want such to do.This principle is suitable similarly for your me, if we really want to make something, we can have a bigger power; If we do not want to ma ke something, we lack the self-power.Therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principl e and the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. Accepts and the understandin g painful and the pleasure principle, possibly has the help extremely.We and in the world other animals are same, we biggest avoid the p ain diligently.Certainly, we can avoid experiencing on any bodily the ache, similarl y we also have one kind of natural instinct, avoids any form the spirit b eing worried.Embarks from the positive angle, is obtains the achievement to the j oyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates realizes.Many people the reason that have achieved nothing, is because of th em. At the matter which at the important matter, or deals with difficulty hauls, in very many situations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.Steve when faces various thorny situation, like When facing some un pleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.My suggestion is, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your r epugnant that work, then does the work which oneself likes, takes to own reward. I discovered this skill is successful means.We all clearly knew, lacks the self-control the human often can put t he cart before the horse. In order to understand well how stimulates peop le's power, we must distinguish between the manner and the reward differ ence.We all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the manner a nd the reward difference.2.3 MannerThe manner is the people thinks facing the matter time thought that, is self-confidence which they have, is they to own faith, the treatment li fe manner. The manner has the possibility is negative, also has the possib ility is positive. How will the manner be they regards the future, how pr ocessed the past the event. Our each person all wants to believe firmly o nce for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 EncourageThe reward is a person and a team the achievement which harvests f rom theirs activity. We may make a summary simply: “You make this m atter, you may obtain the repayment.”In the tenth chapter, we thoroughl y will discuss the related reward the question: Namely inspires the people to advance boldly, to cause prize and the bonus type which the people r edouble one's efforts. Understood between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoi nt, unifies two drive methods is most effective.2.5 Stimulation power being suitable environmentWhen the understanding stimulation power skill, regards the power fr om the correct angle, we first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only th en possibly stimulated. For example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.Although this plan is extremely thorough, but moves this plan enviro nment not to favor the harmony between the team actually, between the c olleague generally has the phenomenon which attacks, does not trust mutu ally, the atmosphere is not very happy.Under such environment, any reward and the stimulation power meas ure cannot achieve the anticipated effect. Periphery you must pay attention the environment, has a look under such environment, whether your powe r can stimulate? If you are a leader, whether periphery the observation en vironment does stimulate staff's power? Hertz Professor Bergh called these factors are “the hygienic factor”. Take company's facility as an exampl e.Company's equipment revolution normal? This place too has been col d, was too hot? Here clean neat? Light, air, washroom facility, working s pace how? Such environment is advantageous to the enhancement working efficiency? Also has other suppression work performance factor? Must be come an outstanding manager, or the stimulator, you must have the leader ship skill, if you lack the leadership skill, you must raise this skill.Although this is a content which everybody understood, but duplicate s such principle is worth. I must often likes some platitudes the viewpoin t, an extremely good viewpoint is:leader sets an example, the follower follows the exampleCertainly, the people can imitate them the colleague. Drove the achie vement and the leader style are inseparable. From the human beginning, t he leaders hear such warning “to set an example unceasingly, set up a g ood example”.2.6 Makes one to have the working zeal personThe company has a stipulation, when all sellers go to work, must dr ess neatly, the hairstyle is neat, the feminine staff must put on make-up.We discovered the successful result and marketing team's enthusiasm is proportional directly.If they feel good to oneself, then their sales volume can along with the growth. Now, had does not pay great attention to is putting on the te ndency in many companies, I knew this is one kind goes off duty and re st the idle way, but any matter all must have a limit, our each person ca n act according to others semblance to make own appraisal. A person als o should pay attention to the way which walks.Second, the body language can display a person to the thing warm d egree.On the other hand, comes from the face body language signal to hav e about merely 15,000. We knew that, the majority of people may control the content which they speak.If therefore some people said he feels very well, but his facial expre ssion pain, is drooping the shoulder, this explained he felt is not good, w e may infer his real feeling through his body language. Finally, how is a working zeal full person and other people communication? The working zeal full person affirmed has filled the enthusiasm.The working zeal full person spoke freely about his future, they will be doing the matter, they will plan the matter which will do. In the past was only one kind of experience, helped you to discover the opportunit y, transformed the opportunity as the success.Therefore, the working zeal full person has filled the enthusiasm and the anticipation to the life, with such person contact is one kind of joy. Except above all contents, a working zeal full person may by the descript ion be easily a positive person. They display the unique behavior characte ristic is:1、the positive2、goal feeling strong3、anticipated the successfulThis manner can let the human have the sufficient energy. The worki ng zeal full person looks like energetically, you have possibly heard follo wing speech, “if you want to complete a matter, lets an assiduous person do.”2.7 Correct reward and correct resultIn this chapter final, in order to let everybody have the understandin g to the power, "How do I want to mention Michael ·to pull ·the B oolean husband To drive Other people" this book. In the book, he is desc ribes like this to in the world management principle: You may from give the reward in the behavior to obtain many.You cannot obtain you to hope, the hope, the entreaty or the request obtain the thing, you obtain are you reward. Therefore, we may see the greatest management principle to explain repeatedly these have the reward matter always to be possible to complete.Therefore, if you are a superintendent, or is a leader, you must enga ge in introspection, ask oneself, what you do recognize? What do you re ward? We can carry on the careful inspection in the eighth chapter. If the correct behavior has not obtained the reward, then you obtain the result also is possibly wrong.Prompts1、hope is along with all power foundation2、drive or the control? Must distinguish between them the difference3、resolution manner and the reward difference4、seeks the working zeal full person's characteristicAxiom“The people often thought causes the human to be proud successfull y, proudly, self-self-satisfied, thus could destroy a person, this viewpoint was wrong. Just right opposite, the success causes the human modestly, to exercise forbearance nicely; The defeat causes the human to become is b rutal, is unkind.”----English writer Somers et ·Maugham。
外文文献翻译--民营企业人才流失的原因及治理对策
中文3580字毕业论文英文翻译学生姓名:学生学号：专业班级:指导教师：管理学院2012.5.8Private enterprises and the reasons forwastage control measures（Rong Zhang Beijing Jiaotong University College of economic managementBeijing 100044)<abstract >The use of a pick to the energy level corresponding human resources management，systems dynamics，objectives and principles inspiring onChina’s accession to the WTO，private enterprises will be increasingcompetition among professionals. In view of the current brain drain ofsome private enterprises，such as the status of high—quality talentrecruitment difficulties, the author conducted a detailed analysis andexploration，and the status of private enterprises wastage governancestrategies。
〈keywords>Private enterprises Brain drain analysis wastage control measures2004, the private economy，to be engraved in the memory of many people. 911％of the GDP achieved spectacular growth, including the promotion of the private economy in China's economic development is the most dynamic force one。
降低员工流失率英语作文
降低员工流失率英语作文Employee turnover is a significant issue for many companies. It not only affects the morale and productivity of the remaining employees, but also increases recruitment and training costs for the company.One way to reduce employee turnover is to create a positive work environment. This can be achieved by fostering open communication, providing opportunities for professional growth, and recognizing and rewarding employees for their hard work and dedication.Another effective strategy is to offer competitive compensation and benefits. When employees feel that they are being fairly compensated for their work, they are more likely to stay with the company. Additionally, offering benefits such as flexible work schedules, telecommuting options, and wellness programs can also help to improve employee satisfaction and retention.It is also important for companies to provide opportunities for employees to have a healthy work-life balance. This can be accomplished by offering paid time off, parental leave, and other benefits that support employeesin their personal lives.Furthermore, providing ongoing training and development opportunities can help employees feel valued and investedin their careers. When employees feel that they are growing and developing within the company, they are more likely to remain loyal and committed to their work.In conclusion, reducing employee turnover requires a comprehensive approach that addresses the various factors that contribute to employees leaving a company. By creating a positive work environment, offering competitive compensation and benefits, supporting work-life balance,and providing opportunities for growth and development, companies can work towards reducing employee turnover and retaining their valuable talent.。
员工流失文献综述
员工流失文献综述一、前言在全球经济一体化的今天，作为推动经济发展的企业人力资源将是企业获取竞争优势的首要因素，因而也成为各企业争夺的主要对象，这就为企业员工的频繁流动提供了可能性。
目前我国许多企业特别是中小民营企业在这场人才争夺战中明显的处于劣势，员工的大量流失，使得企业在经济、声誉上受到不可估量的损失，甚至影响到企业的今后的发展与壮大。
因此企业员工的流失问题己成为企业管理人员要面对的最大的挑战之一。
如何减少企业员工的流失，降低员工流失风险与成本，已成为我国企业管理者所需关注和解决的首要问题。
据《中国经营报》调查显示: 全国民营企业特别是规模小于500人的民营企业员工流失率高达50% 左右,中高级管理人员、技术人员每年约有20%的人寻找跳槽[1]。
曾经有一项调查表明, 对曾经有过工作经历的48位被访者, 调查人员问了他们曾经在多少家单位工作过, 30%以上被访者曾经在2-3个单位工作过, 而更换工作比较频繁的在4个以上单位工作过的人占13%, 很多民营企业每年都有近百名员工流失, 进入竞争对手的阵营——外资企业。
从这些数字足够说明民营企业员工流动率较大,流动速度较快, 并且会有不断增长的趋势[2]。
员工高比例流失，不仅带走了商业、技术秘密，更有甚者还带走了客户，使企业遭受了很大的经济损失，并且增加企业人力资本重置成本，也影响企业工作的连续性和工作质量，甚至影响在职员工的稳定性和忠诚度。
如果不采取合理措施，最终将会影响企业持续发展的潜力和竞争力。
人才流失问题成为众多企业特别是没有竞争优势的中小民营企业急需解决的首要问题。
二、相关理论综述（一）当代激励理论1.马斯洛需要层次理论马斯洛(Abraham.h.Maslow，1943)提出，人有一系列复杂的需要，按其优先次序可以排成梯式的层次，其中包括四点基本假设:己经满足的需求，不再是激励因素。
人们总是在力图满足某种需求，一旦一种需求得到满足，就会有另一种需要取而代之。
员工流失（英文文献）.doc
员工流失（英文文献）.doc员工流失(英文文献)1How to control employee-leaving?2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any.A person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the employer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. In fact, the employer is extremely high to staff's request, therefore the staff should have stimulates the self-enthusiastic ability.The power and the strength relations is extremely close, we may say a working zeal full person has the infinite strength. We may recollect a next astonishing story: A mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the mother is thrown dispatched a vehicle, lucky is, she has not been injured. Mother body weight approximately 57 kilograms, height only then 163 centimeters. When the ambulance corps arrive, theydiscovered the mother hugs the children in the bosom, the children has not been injured. The ambulance corps deliver themthe hospital, has carried on a comprehensive inspection, finally discovered, this mother's vertebra is broken by pressing. Obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. We knew that, under the normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My great friend franker ·enlightens Qiao to say that,”Is precisely this small difference creates the huge difference.”Therefore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprise's。
【精品】防止员工流失中英文版本全攻略
【关键字】精品防止员工流失措施Prevent staffs loss measures& proposal为了将员工离职率降低到最低并且让他们发自内心的和IDC共同成长，我们财务了如下的措施。
尽管一些建议仍然不完美，我们现在总是尝试使这些措施越来越完善。
In order to minimize staff loss and make them stability improving with IDC Shaw from their heart, we take some measures as below. Although some measures are still not perfect ，we are always try to make them more and more wonderful.第一，要建立组织的共同愿景Firstly（To establish organization's Shared vision）共同愿景是组织中人们所共同持有的意象或景象，它创造出众人是一体的感觉，并遍布到组织全面的活动，而使各种不同的活动融汇起来。
共同愿景会唤起人们的希望，特别是内生的共同远景，从而改变成员与组织的关系，它不再是“他们的公司”，而是“我们的公司”。
这样，员工就对企业有了高度的认同感和忠诚感，而缺乏这种认同感，企业只能留得住人而留不住心。
Shared vision is held together by people organization in the image or picture, it created all feeling, and is one of the activities throughout organization overall, and make all sorts of different activities blends together up. Shared vision will arouse people's hopes, especially the common vision, thus endogenous changes member and organization relationship, it is no longer "their company", but "our company". So, for enterprise employees were a high degree of identity and loyalty, and lack the identity, enterprise can retain people and keep the heart.IDC一直秉承這樣的管理理念，在每月月會上進行員工的培訓及共同愿景的燻陶。
公司人员流失毕业论文
公司人员流失毕业论文Title: Employee Attrition in Companies: Causes, Impacts, and Mitigation StrategiesIntroduction:Employee attrition, also known as employee turnover, refers to the phenomenon of employees leaving an organization voluntarily or involuntarily. High levels of employee attrition can have detrimental effects on a company's performance, productivity, and overall morale. This paper aims to analyze the causes, impacts, and possible mitigation strategies for employee attrition in companies.Causes of Employee Attrition:1. Lack of Growth Opportunities: Employees often cite limited growth opportunities within a company as a significant reason for leaving. Companies that fail to provide clear career paths, professional development programs, and opportunities for advancement are more likely to experience higher turnover rates.2. Poor Work-Life Balance: Maintaining a healthy work-life balance is crucial for employee satisfaction and retention. Companies that impose long working hours,high-pressure work environments, and limited flexibility may see employees seeking opportunities with better work-life balance elsewhere.3. Inadequate Compensation and Benefits: Employees value competitive salaries, benefits packages, and recognition for their work. Companies that fail to provide attractive compensation and benefits are more likely to witness increased attrition.4. Lack of Employee Engagement: A lack of employee engagement can lead to disengaged and dissatisfied employees. Factors contributing to low engagement include lack of communication, minimal involvement in decision-making processes, and a disconnection between employee motivation and company objectives.5. Inadequate Managerial Support: Poor management practices, including lack of recognition, limited support, and ineffective communication, can lead to decreased job satisfaction and higher attrition rates.6. Organizational Culture and Values: Differences in values and cultural fit between employees and the company can cause dissatisfaction and increase the likelihood of attrition.Impacts of Employee Attrition:1. Increased Recruitment Costs: Replacing employees can be an expensive process. Companies need to invest time and resources in finding suitable replacements, conducting interviews, and providing training for new hires.2. Reduced Productivity: High attrition rates can disrupt workflow and create gaps in productivity. The loss of experienced employees can lead to decreased efficiency and increased workload on remaining employees.3. Negative Impact on Morale: Frequent turnover can create a sense of instability and low morale among existing employees. This can lead to reduced teamwork, increased stress levels, and decreased overall job satisfaction.4. Damage to Company Reputation: High attrition rates can damage a company's reputation as a desirable employer. This can make recruitment more challenging and negatively impact the company's ability to attract top talent.Mitigation Strategies for Employee Attrition:1. Improve Recruitment and Selection Process: Design a robust recruitment process to ensure theselection of suitable candidates who align with the company's values and goals.2. Provide Growth Opportunities: Offer clear career paths, professional development programs, and opportunities for advancement to encourage employee loyalty and engagement.3. Enhance Compensation and Benefits: Conduct regular market research to ensure competitive compensation and benefits packages that attract and retain top talent.4. Foster Employee Engagement: Enhance communication, involve employees in decision-making processes, and align employee goals with the company's objectives to increase engagement.5. Focus on Effective Management Practices: Train managers in effective leadership and communication skills, provide regular feedback and recognition to employees, and create a supportive work environment.6. Develop a Positive Organizational Culture: Foster an inclusive and positive work culture that aligns with employees' values and encourages a sense of belonging.Conclusion:Employee attrition poses significant challenges for companies, impacting productivity, costs, and overallsuccess. By understanding the causes and effects of employee turnover, companies can implement effective strategies to retain, engage, and nurture their employees. Ultimately, prioritizing the well-being and satisfaction of employees can lead to increased loyalty, productivity, and long-term success for organizations.。
员工流失介绍专题外文翻译(可编辑)-2
员工流失介绍专题外文翻译外文翻译原文Introduction to the special issue on employee turnoverMaterial Source:Human Resource Management ReviewAuthor: James L. PriceThe human resources are the most important resources in the modern enterprise.The talented person is indispensable for the enterprise manages and develops.In today’s rapid economic development,the human resources also are the commodity.The normal human resource also are the commodity.The normal human resource development of companies.If talented person’s flowing is too frequent,it will affect the stability and sustainability of the development of the company.Especially when the enterprise has certain responsibility,the grasping enterprise’s core technologies and the core secret management backbone,the marketing backbone or the technical backbone leave job frequently.The company’s survival and development will face a huge crisis.What companies should take measures to attract talent,motivate and retain qualified personnel,to win people’s satisfaction and loyalty,thereby promoting the further development of the company’s future has become of theseenterprises now need to be resolved a thorny issue.So study the brain drain problem for a long-term strategic development of modern company has an extremely important significance.The first three articles in this Personnel leaving problems-Iverson,Kim,and Laczo/Hanisch-can be viewed together.ach article is concerned with employee withdrawal.Iverson estimates a causal model of turnover, whereas Kim estimates a model of intent to stay, which he terms “behavioral commitment”. It is stated that Kim “estimates a model of turnover through intent to stay. ”Kim,however, is careful to note, as recent research Sager, Griffeth, & Hom, 1998indicates, that intent to stay may not be the closest variable to turnover in the causal sequence. Iverson's research is the preferred practice and has been the pattern most often followed by research on turnover The analysis of turnover data has generally classified employees as either stayers or leavers.This strategy does not take into account differences among leavers,who will vary by how long they have been members of their organizations before they leave. In short, information is lost with the leaver/stayer classification And this lost information may be important since leavers with various lengths of service may differ significantly.Iverson's use of event history analysis treats turnover as a continuous variable-all employees vary by how long they have worked for their employers-thereby making fuller use of possible data than theeither/or classification. Event history analysis has long been used in medical research where it is often termed ``survival analysis.'' Different patients, for example, survive for varying periods of time after medical intervention, such as taking a medication or having an operation.Treating turnover as a continuous variable also provides more sophisticated statistical techniques for analysis and is thus the recommended strategy for the analysis of turnover data.It might be expected that increased kinship responsibility would reduce voluntary turnover for women but not for men, since kinship obligations have historically been more strongly assigned to women. Iverson's data, however,indicate no significant difference between men and women in the hospital he studied. It is important to replicate Iverson's study, since gender differences have long been important in the kinship area.Iverson's study was done in Australia. In the 1940s, 1950s, and 1960s,Australian scholars were major figures in research on turnover. Most researchers, for example, were familiar with the Personnel Practice Bulletin and the Bulletin of Industrial Psychology and Personnel Practice, both published in Australia. In recent years, however, there has been little turnover research by Australian scholars. Iverson is producing a substantial amount of quality work on turnover and promises to restore Australian scholarship to a major position in this area.Kim's research was done in South Korea where, unlike Australia, there is no-thereby substantial tradition of research on turnover. However, Kim has begun to produce quality studies on turnover Kim, forthcoming; Kim, Price, Mueller, &Watson, 1996 and he may be the beginning of a substantial tradition of turnover research in South Korea.Early research on turnover-from approximately 1900 to about 1950-focused heavily on male, blue-collar employees located in manufacturing firms.These employees and firms were dominant in the United States at this time so it was natural for scholars to select these samples and sites. Since about 1950, however, samples and sites have noticeably changed. Much more attention is now devoted to female, white-collar employees located in service firms. The shift of sample and sites is desirable: if general causal models are to be developed, and this is the goal of scientific research, then diverse samples and sites must be studied. Kim's sample is mostly male, strongly blue-collar84%, and is conducted in an automobile manufacturing plant; he thus studied the type of sample and site used by early turnover researchers.Research on turnover has not generally made use of kinship variables as determinants. Economists and psychologists have long dominated turnover research. Economists have focused on such determinants as pay, opportunitythat is, the labor market, and type of training, whether specific or general.Psychologists have examined suchdeterminants as job satisfaction, organizational commitment, job involvement, and dispositional variables, such as positive and negative affectivity. Neither economists nor psychologists have been much interested in kinship variables as determinants. Unlike economists and psychologists, sociologists are concerned with kinship variables, and Iverson, being a sociologist, includes such a variable in his model,namely,amount of responsibility. He hypothesizes that increased kinship responsibility will reduce voluntary turnover.Most studies of the causal order of job satisfaction and organizational commitment are not longitudinal, do not make use of developed causal models, and do not use LISREL analytical procedures. Currivan's study is longitudinal,makes use of a developed causal model, and uses LISREL. His results are thus the best available on the causal ordering of satisfaction and commitment.Currivan finds that the relationship commonly found between satisfaction and commitment is spurious due to common determinants. In short, satisfaction and commitment have no significant relationship. His analysis, as previously indicated, assumes that satisfaction is a determinant of commitment. If replicated, Currivan's findings have important implications for the explanation of turnover, since many of the major models have a path between satisfaction and commitment. Satisfaction and commitment will remain in these explanations, if Currivan is correct, but not the path between thetwo variables. Replication of Currivan's study is needed. This replication should use three time periods rather than the two which Currivan uses. Three time periods will allow a more accurate assessment of causal order.The sixth article, by Allen and Griffeth, focuses on the relationship between job performance and turnover. Different scholars have dealt with various aspects of the job performance-turnover relationship; what Allen and Griffeth seek to do is to tie these different aspects together into a causal model.Desirability and ease of movement-March and Simon's classic determinants of turnover1958-are historically treated, respectively, as satisfaction and number of alternatives in the environment.'' In discussing reward contingency and visibility as moderators, Allen and Griffeth suggest expansion of March and Simon's classic concepts. Desirability of movement, they suggest,should be expanded to encompass organizational commitment and the opportunity to transfer to another job within the organization; ease of movement should be extended to include quality of alternatives in the environment. Allen and Griffeth thus argue for another look by turnover scholars at March and Simon's desirability and ease of movement.It is important to remind turnover scholars that there are different routes to turnover from the exogenous determinants. Not everyemployee, for example,who leaves an organization does so because of dissatisfaction. Desirability of movement, commonly viewed as satisfaction, to return to Allen and Griffeth's model, is but one route to turnover. There is also ease of movement and performance-related shocks. Allen and Griffeth remind scholars of the different routes to turnover by means of reconciliation rather than rejection. Rather than simply rejecting the work of Dreher, Merton, and Lee/Mitchell as being incomplete, Allen and Griffeth reconcile their findings into a single model. It is easy to reject; it is more difficult, and productive, to reconcile.Causal models of turnover generally examine the explanation of voluntary turnover with complex models. The articles by Iverson and Kim are illustrations of these models.Although more simplified than either the Iverson or Kim models, Currivan's model is still quite complex. The seventh article in this special issue, by Williams,deviates from both of these patterns by examining functional turnover with a simple model.By means of meta-analytical structural equation modeling of secondary data, Gaertner finds that all of the determinants in his model, except pay, have direct impacts on job satisfaction. Only three determinants also have direct impact on organizational commitment. The determinants thus divide into two categories: those that only have an impact on satisfaction. Neither of the extreme positions is thus consistent with the data. An interesting feature of Gaertner's analysisis the finding that pay, when other exogenous determinants are controlled, has no impact on satisfaction. Most models of turnover include pay as a key determinant.Gaertner's analysis must, of course, be replicated. His sample, for instance,mostly consists of middle-class employees and his results, especially those pertaining to pay, may not be found elsewhere.Williams also found that unemployment, his labor market variable, had a direct influence on functional turnover. Surprisingly, poor performers left the organization when unemployment was high and job opportunities were low. As with the results for contingent rewards, satisfaction did not serve as a mediating variable.The eighth and final article of the special issue is by Griffeth and his colleagues. Two important messages are conveyed by this article. First, the management of turnover must be sensitive to the different types of employee in the organization. There is no one best way to manage turnover for all employees. Second, the study of turnover must, in the long run, yield bottom-line organizational benefits or managers will not indefinitely support costly and time-consuming turnover research.Griffeth and his colleagues construct a typology of employees which forms the basis of their managerial recommendations. There are two steps in their construction of the typology. First, based on high and low amounts of organizational commitment and job involvement, they create four types of employees:institutionalized stars high on both concepts;lone wolves low on commitment and high on involvement; citizens high on commitment and low on involvement; and apathetics low on both concepts. Although a number of organizational scholars have developed typologies that use commitment and involvement, Griffeth et al. especially rely on the work of Blau and Boal 1987.Griffeth et al. illustrate these four types of employees with data drawn from the organizational literature. Second, Griffeth et al. discuss these four types of employees with material drawn from Farrell's 1983 analysis of Hirchman's classic work 1970.The last part of the article by Griffeth and his colleagues is devoted to describing different management strategies for these types of employees. This article by Griffeth et al. is the only one of this special issue that has an applied component. Turnover researchers typically devote little time and effort to application, since the development and estimation of models has much higher prestige in the scholarly community. Implicit in the article by Griffeth et al. is the message that turnover scholars had best not forget application, because managers must ultimately have bottom-line organizational benefits from turnover research or else they will not continue to support this type of research.译文员工流失介绍专题资料来源:人力资源管理评社作者:詹姆斯,匹得人力资源是现代公司最为重要的资源,人才是企业稳定持续发展不可或缺的。
员工流失(英文文献).doc
员工流失(英文文献)1How to control employee-leaving?2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any.A person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the employer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. In fact, the employer is extremely high to staff's request, therefore the staff should have stimulates the self-enthusiastic ability.The power and the strength relations is extremely close, we may say a working zeal full person has the infinite strength. We may recollect a next astonishing story: A mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the mother is thrown dispatched a vehicle, lucky is, she has not been injured. Mother body weight approximately 57 kilograms, height only then 163 centimeters. When the ambulance corps arrive, theydiscovered the mother hugs the children in the bosom, the children has not been injured. The ambulance corps deliver them the hospital, has carried on a comprehensive inspection, finally discovered, this mother's vertebra is broken by pressing. Obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. We knew that, under the normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My great friend franker ·enlightens Qiao to say that,”Is precisely this small difference creates the huge difference.”Therefore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprise'ssymbol.Has a look the English recent commercial history, we may see the company the management all is seeks the control in one kind under the system to carry on. In very many situations, this kind of shoddy management pattern is extremely complex, England is continuously deep its evil.In fact, England's manager once stopped and between staff's dialogue, between the superintendent and staff's exchange communication all was carries on through the trade union. Is engaged in commercial consultation and in training such many years in me, I had not seen between the outstanding management level and the trade union can have the big problem, I cannot find out such example.Front, I had already said, we work the world was a humanist world, but middle many organizations, the people obtain the promotion, undertakes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. Because these people excel at some responsibility, is very splendid on this post, therefore their colleague hoped they can undertake superintendent's position, these people as if obtained the gracious gift which ascends the sky,knew naturally how arouses others enthusiasm, if carries on the communication, how manages others.Very many superintendents all imitate them predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle.Certainly, the control management pattern also is effective, but this pattern cannot long-time, can create the colleague between not to trust, forms one kind “they and we”the hostile aspect.Under the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. If you encourage one to have the desire to do better person to participate interview, simultaneously hoped after he responds to a call for recruits successfully, has the good response to this kind of control management pattern, this was simply too naive.Just like I said, the drive is lets somebody make something voluntarily, is because these people want such to do.This principle is suitable similarly for your me, if we really want to make something, we can have a bigger power;If we do not want to make something, we lack the self-power.Therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principle and the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. Accepts and the understanding painful and the pleasure principle, possibly has the help extremely.We and in the world other animals are same, we biggest avoid the pain diligently.Certainly, we can avoid experiencing on any bodily the ache, similarly we also have one kind of natural instinct, avoids any form the spirit being worried.The related human such instinct responded the example are very many, when us facing this kind of unpleasant duty, we can have such instinct to respond, forexample, in you facing the thorny telephone, the arduous housework lives, the participation possibly has the resistance conference, opens the bill, carries on exercise, no-smoking for the health and so on. In order to seek joyful or us confessed for when joyful, we are willing to pay the huge price frequently, although sometimes some joyful like appears briefly, to some people, they joyful is eats and drinks extravagantly.Embarks from the positive angle, is obtains the achievement to the joyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates realizes.In us the upper dog has grasped between the painful principle and the pleasure principle balance. Sometimes, we can not but experience some limited pain, some people possibly call this kind of pain the self-restraint, some personal it for self-control. My good friend Steve ·Bannite is a successful entrepreneur, the jungle network company () the founder, he encourages otherpeople to use eats the sour grape skill first.Many people the reason that have achieved nothing, is because of them. At the matter which at the important matter, or deals with difficulty hauls, in very many situations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.Steve when faces various thorny situation, like When facing some unpleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.My suggestion is, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your repugnant that work, then does the work which oneself likes, takes to own reward. I discovered this skill is successful means.We all clearly knew, lacks the self-control the human often can put the cart before the horse. In order to understand well how stimulates people's power, we must distinguish between the manner and the reward difference.We all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the manner and the reward difference.2.3 MannerThe manner is the people thinks facing the matter time thoughtthat, is self-confidence which they have, is they to own faith, the treatment life manner. The manner has the possibility is negative, also has the possibility is positive. How will the manner be they regards the future, how processed the past the event. Our each person all wants to believe firmly once for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 EncourageThe reward is a person and a team the achievement which harvests from theirs acti vity. We may make a summary simply: “You make this matter, you may obtain the repayment.”In the tenth chapter, we thoroughly will discuss the related reward the question: Namely inspires the people to advance boldly, to cause prize and the bonus type which the people redouble one's efforts. Understood between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoint, unifies two drive methods is most effective.2.5 Stimulation power being suitable environmentWhen the understanding stimulation power skill, regards the power from the correct angle, we first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only then possibly stimulated. For example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.Although this plan is extremely thorough, but moves this planenvironment not to favor the harmony between the team actually, between the colleague generally has the phenomenon which attacks, does not trust mutually, the atmosphere is not。
员工流失(英文文献).doc
员工流失(英文文献)1How to control employee-leaving?2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any.A person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the employer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. In fact, the employer is extremely high to staff's request, therefore the staff should have stimulates the self-enthusiastic ability.The power and the strength relations is extremely close, we may say a working zeal full person has the infinite strength. We may recollect a next astonishing story: A mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the mother is thrown dispatched a vehicle, lucky is, she has not been injured. Mother body weight approximately 57 kilograms, height only then 163 centimeters. When the ambulance corps arrive, theydiscovered the mother hugs the children in the bosom, the children has not been injured. The ambulance corps deliver them the hospital, has carried on a comprehensive inspection, finally discovered, this mother's vertebra is broken by pressing. Obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. We knew that, under the normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My great friend franker ·enlightens Qiao to say that,”Is precisely this small difference creates the huge difference.”Therefore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprise'ssymbol.Has a look the English recent commercial history, we may see the company the management all is seeks the control in one kind under the system to carry on. In very many situations, this kind of shoddy management pattern is extremely complex, England is continuously deep its evil.In fact, England's manager once stopped and between staff's dialogue, between the superintendent and staff's exchange communication all was carries on through the trade union. Is engaged in commercial consultation and in training such many years in me, I had not seen between the outstanding management level and the trade union can have the big problem, I cannot find out such example.Front, I had already said, we work the world was a humanist world, but middle many organizations, the people obtain the promotion, undertakes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. Because these people excel at some responsibility, is very splendid on this post, therefore their colleague hoped they can undertake superintendent's position, these people as if obtained the gracious gift which ascends the sky,knew naturally how arouses others enthusiasm, if carries on the communication, how manages others.Very many superintendents all imitate them predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle.Certainly, the control management pattern also is effective, but this pattern cannot long-time, can create the colleague between not to trust, forms one kind “they and we”the hostile aspect.Under the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. If you encourage one to have the desire to do better person to participate interview, simultaneously hoped after he responds to a call for recruits successfully, has the good response to this kind of control management pattern, this was simply too naive.Just like I said, the drive is lets somebody make something voluntarily, is because these people want such to do.This principle is suitable similarly for your me, if we really want to make something, we can have a bigger power;If we do not want to make something, we lack the self-power.Therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principle and the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. Accepts and the understanding painful and the pleasure principle, possibly has the help extremely.We and in the world other animals are same, we biggest avoid the pain diligently.Certainly, we can avoid experiencing on any bodily the ache, similarly we also have one kind of natural instinct, avoids any form the spirit being worried.The related human such instinct responded the example are very many, when us facing this kind of unpleasant duty, we can have such instinct to respond, forexample, in you facing the thorny telephone, the arduous housework lives, the participation possibly has the resistance conference, opens the bill, carries on exercise, no-smoking for the health and so on. In order to seek joyful or us confessed for when joyful, we are willing to pay the huge price frequently, although sometimes some joyful like appears briefly, to some people, they joyful is eats and drinks extravagantly.Embarks from the positive angle, is obtains the achievement to the joyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates realizes.In us the upper dog has grasped between the painful principle and the pleasure principle balance. Sometimes, we can not but experience some limited pain, some people possibly call this kind of pain the self-restraint, some personal it for self-control. My good friend Steve ·Bannite is a successful entrepreneur, the jungle network company () the founder, he encourages otherpeople to use eats the sour grape skill first.Many people the reason that have achieved nothing, is because of them. At the matter which at the important matter, or deals with difficulty hauls, in very many situations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.Steve when faces various thorny situation, like When facing some unpleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.My suggestion is, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your repugnant that work, then does the work which oneself likes, takes to own reward. I discovered this skill is successful means.We all clearly knew, lacks the self-control the human often can put the cart before the horse. In order to understand well how stimulates people's power, we must distinguish between the manner and the reward difference.We all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the manner and the reward difference.2.3 MannerThe manner is the people thinks facing the matter time thoughtthat, is self-confidence which they have, is they to own faith, the treatment life manner. The manner has the possibility is negative, also has the possibility is positive. How will the manner be they regards the future, how processed the past the event. Our each person all wants to believe firmly once for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 EncourageThe reward is a person and a team the achievement which harvests from theirs acti vity. We may make a summary simply: “You make this matter, you may obtain the repayment.”In the tenth chapter, we thoroughly will discuss the related reward the question: Namely inspires the people to advance boldly, to cause prize and the bonus type which the people redouble one's efforts. Understood between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoint, unifies two drive methods is most effective.2.5 Stimulation power being suitable environmentWhen the understanding stimulation power skill, regards the power from the correct angle, we first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only then possibly stimulated. For example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.Although this plan is extremely thorough, but moves this planenvironment not to favor the harmony between the team actually, between the colleague generally has the phenomenon which attacks, does not trust mutually, the atmosphere is not。
关于民营企业员工流失的控制外文参考文献译文及原文doc精品
关于民营企业员工流失的控制外文参考文献译文及原文doc精品本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1 文献译文 (1)1.1 透视动力 (1)1.2 激励和控制的区别 (1)1.3 态度 (3)1.4 奖励 (3)1.5 激发动力适宜的环境 (4)1.6 做一个有干劲的人 (4)1.7 正确的奖励与正确的结果 (6)2 文献原文 (7)2.1 Perspective Power (7)2.2 Drive and Control difference (8)2.3 Manner (10)2.4 Encourage (10)2.5 Stimulation power being suitable environment (11)2.6 Makes one to have the working zeal person (12)2.7 Correct reward and correct result (13)1 文献译文1.1透视动力如果你知道什么因素可以激发人们的动力，那你就掌握了和人们沟通交流的最有效的工具。
在介绍部分的内容中，我说过，激发动力是大家最普遍的要求，每一个人都想要获得更多的动力，但是他们却不知道动力到底是什么。
一个人可能会说他希望获得更大的动力，管理者和领导者会说他们希望拥有一个更加积极的团队，雇主希望雇佣一个有干劲的员工，员工希望有一个能激发他们动力的雇主。
事实上，雇主对员工的要求非常高，所以员工应该具有激发自我积极性的能力。
动力和力量关系非常紧密，我们可以说一个干劲十足的人拥有无穷的力量。
我们可以回想一下一个惊人的故事：一个母亲和她的几个孩子经历了一场车祸，她们的汽车翻了过来，车底朝天，孩子们被困在了车里，母亲被抛出了车外，幸运的是，她并没有受伤。
母亲体重约57公斤，身高只有163厘米。
当救护队到达时，他们发现母亲把孩子们抱在怀里，孩子们也没有受伤。
员工流失文献综述
员工流失文献综述一．前言员工流失是指组织不愿意而员工个人却愿意的自愿流出。
这种流出方式对企业来讲是被动的，组织不希望出现的员工流出往往给企业带来特殊的损失，因而又称之为员工流失。
员工辞职是员工的权利，但由于对企业有害，企业一般要设法控制和挽留，至少要避免这种现象经常发生人员流失越来越严重是现如今社会的一大隐患，因此在这方面上，在国内外，分别有很多学者对其做了很多研究。
二、主体（一）国内研究情况在我国，由于历史的特定原因，市场经济在20世纪70年代末期才开始起步。
进入20世纪80年代后期，直至90年代初，理论界才开始研究员工流失，但在这一时期，主要是翻译、编译和介绍国外的员工流失研究成果。
从20世纪90年代中后期以来，随着我国第三次人才流动高潮的形成，除了借鉴前面国外不同视角的员工流失研究外，我国的许多学者还通过总结我国实践，从区域、企业类型以及岗位等方面探讨了企业员工流失问题。
（1）不同地区的员工流失学者们的调查研究表明，我国经济发达地区和经济欠发达地区的员工流动率都比较高，但导致这种现象的原因却有所不同。
经济发达地区人才流动率较高，原因在于该地区经济的快速发展造成企业间人才竞争日益激烈的局面，同时随着人才自我需求和对发展空间的不断追求，最终导致经济发达地区的企业间人才流动较快。
学者们也强调在经济发达地区，企业面对日益激烈的人才竞争，如何减少企业内部的员工流失，而保持一定比率的人才流动，将是一个非常严峻的课题。
经济欠发达地区员工流失率较高的原因有以下几点:生态、交通、通讯等基础环境不尽人意；工资、福利待遇方面达不到人才的期望值；人才发展的事业空间较小，可选择的机会不多；观念落后，缺少培育人才的土壤，人才浪费现象严重。
因此，经济欠发达地区的人才多流向经济发达地区。
学者们认为，解决经济欠发达地区员工流失问题的关键在于如何吸引人才流入，为此学者们也做了不少对策方面的研究，如，营造投资环境，吸引优秀企业，鼓励个人创业、提高人才待遇问题，消除其后顾之忧、加强与经济发达地区合作，采用灵活多样的用人方式、更新管理理念，完善激励机制等。
关于员工流失问题的文献综述
题目：关于员工流失问题的文献综述专业：人力资源管理班级：姓名：学号：完成时间：关于员工流失问题的文献综述姓名：学号：[摘要] 员工流失问题已经成为制约我国企业发展的瓶颈，并引起诸多学者的关注。
本文以国内外学者对员工流失的研究文献为基础，分析企业员工流失的原因，并提出减少员工流失的有效措施。
[关键词] 员工流失马斯洛需求层次文献综述[Abstract] Staff turnover problem has become a bottleneck restricting the development of China's enterprises, and cause the attention of many scholars. In this paper, the scholars at home and abroad and the research literature on loss of employees as the foundation, analysis the reasons of the loss of employees, and put forward effective measures to reduce staff turnover.[Keywords] Staff turnover Maslow's hierarchy of needs literature review一、引言改革开放以来，经济全球化，对劳动力的需求日益增加，人才竞争越来越激烈，人才流动也日趋频繁，员工流失带走的不仅仅是员工个人，还有企业的各项成本，并给企业带来多种分风险和一系列的消极连锁反应，也会影响在职员工的稳定性和忠诚度，甚至阻碍了企业的健康发展。
因此企业员工的流失问题己成为企业管理人员要面对的最大的挑战之一。
如何减少企业员工的流失，降低员工流失风险与成本，已成为我国企业管理者所需关注和解决的首要问题。
员工流失英文参考文献大全
春节过后又迎来一个新的工作年度，也即将迎来员工流失的一个高峰期，很大一部分员工为了领取年终奖选择年后流动。
下面是搜索整理的员工流失英文参考文献，欢迎借鉴参考。
员工流失英文参考文献一：[1]Muhammad Ali Raza,Muhammad Majid Khan,Bahaudin G. Mujtaba. The Impact of Organizational Change on Employee Turnover Intention: Does Stress Play a Mediating Role?[J]. Public Organization Review,2018,18(3).[2]André Calero Valdez,Juliana Brell,Anne Kathrin Schaar,Martina Ziefle. The diversity of why: a meta-analytical study of usage motivation in enterprise social networks[J]. Universal Access in the Information Society,2018,17(3).[3]Muhammad Saiful Islam,Christine Baker,Peter Huxley,Ian T. Russell,Michael S Dennis. The nature, characteristics and associations of care home staff stress and wellbeing: a national survey[J]. BMC Nursing,2017,16(1).[4]Mary Halter,Olga Boiko,Ferruccio Pelone,Carole Beighton,Ruth Harris,Julia Gale,Stephen Gourlay,Vari Drennan. The determinants and consequences of adult nursing staff turnover: a systematic review of systematic reviews[J]. BMC Health Services Research,2017,17(1).[5]Hyo Sun Jung,Hye Hyun Yoon. Error management culture and turnover intent among food and beverage employees in deluxe hotels: the mediating effect of job satisfaction[J]. Service Business,2017,11(4).[6]Shinobu Okita,Satoshi Daitoku,Masaharu Abe,Emi Arimura,Hitoshi Setoyama,Chihaya Koriyama,Miharu Ushikai,Hiroaki Kawaguchi,Masahisa Horiuchi. Potential predictors of susceptibility to occupational stress in Japanese novice nurses - a pilot study[J]. Environmental Health and Preventive Medicine,2017,22(1).[7]John A. Sahs,Andel V. Nicasio,Joan E. Storey,Peter J. Guarnaccia,Roberto Lewis-Fernández. Developing Research Collaborations in an Academic Clinical Setting: Challenges and Lessons Learned[J]. Community Mental Health Journal,2017,53(6).[8]Bryan L. Rogers,James M. Vardaman,David G. Allen,Ivan S. Muslin,Meagan Brock Baskin. Turning up by Turning Over: The Change of Scenery Effect in Major League Baseball[J]. Journal of Business and Psychology,2017,32(5).[9]Lisa Schur,Kyongji Han,Andrea Kim,Mason Ameri,Peter Blanck,Douglas Kruse. Disability at Work: A Look Back and Forward[J]. Journal of Occupational Rehabilitation,2017,27(4).[10]Helga Naburi,Phares Mujinja,Charles Kilewo,Nicola Orsini,TillB?rnighausen,Karim Manji,Gunnel Biberfeld,David Sando,Pascal Geldsetzer,Guerino Chalamila,Anna Mia Ekstr?m. Job satisfaction and turnover intentions among health care staff providing services for prevention of mother-to-child transmission of HIV in Dar es Salaam, Tanzania[J]. Human Resources for Health,2017,15(1).[11]Yi-Ting Lin,Nien-Chi Liu. Corporate Citizenship and Employee Outcomes: Doesa High-Commitment Work System Matter?[J]. Journal of Business Ethics,2019,156(4).[12]Amlan Haque,Mario Fernando,Peter Caputi. The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees[J]. Journal of Business Ethics,2019,156(3).[13]Sophie M?lders,Prisca Brosi,Matthias Sp?rrle,Isabell M. Welpe. The Effect of Top Management Trustworthiness on Turnover Intentions via Negative Emotions: The Moderating Role of Gender[J]. Journal of Business Ethics,2019,156(4).[14]Sabrina Scheidler,Laura Marie Edinger-Schons,Jelena Spanjol,Jan Wieseke. Scrooge Posing as Mother Teresa: How Hypocritical Social Responsibility Strategies Hurt Employees and Firms[J]. Journal of Business Ethics,2019,157(2).[15]Laurel A. Brabson,Amy D. Herschell,David J. Kolko,Stanley J. Mrozowski. Associations Among Job Role, Training Type, and Staff Turnover in a Large-Scale Implementation Initiative[J]. The Journal of Behavioral Health Services & Research,2019,46(3).[16]Manoela Ziebell Oliveira,Alexsandro Luiz Andrade,Francielle Machado Beria,William Barbosa Gomes. Models for antecedents of turnover intention and behavior among Brazilian employees[J]. International Journal for Educational and Vocational Guidance,2019,19(3).[17]Kavitha Haldorai,Woo Gon Kim,Souji Gopalakrishna Pillai,Taesu (Eliot) Park,Kandappan Balasubramanian. Factors affecting hotel employees’ attrition and turnover: Application of pull-push-mooring framework[J]. International Journal of Hospitality Management,2019,83.[18]Romana L. Autrey,Tim D. Bauer,Kevin E. Jackson,Elena Klevsky. Deploying “connectors”: A control to manage employee turnover intentions?[J]. Accounting, Organizations and Society,2019.[19]Ravangard Ramin,Dianat Sara,Shokrpour Nasrin. The Factors Affecting Hospital Employees' Turnover Intentions: A Case of Iran.[J]. The health care manager,2019,38(2).[20]Cao Jie,Hamori Monika. How can employers benefit most from developmental job experiences? The needs-supplies fit perspective.[J]. The Journal of applied psychology,2019.[21]Rajamohan Santhiny,Porock Davina,Chang Yu-Ping. Understanding the Relationship Between Staff and Job Satisfaction, Stress, Turnover, and Staff Outcomes in the Person-Centered Care Nursing Home Arena.[J]. Journal of nursing scholarship : an official publication of Sigma Theta Tau International Honor Society of Nursing,2019,51(5).[22]Caesens Ga?tane,Stinglhamber Florence. The Relationship Between Organizational Dehumanization and Outcomes: The Mediating Role of Emotional Exhaustion.[J]. Journal of occupational and environmental medicine,2019,61(9).[23]Rouis Sana,Ben Abdelaziz Asma,Nouira Hajer,Khelil Mohamed,Zoghlami Chokri,Ben Abdelaziz Ahmed. Development of a Balanced Scorecard for the monitoring of hospital performance in the countries of the Greater Maghreb. Systematic Review.[J]. La Tunisie medicale,2018,96(10-11).[24]Yang Juan,Pu Bo,Guan Zhenzhong. Entrepreneurial Leadership and Turnover Intention of Employees: The Role of Affective Commitment and Person-job Fit.[J]. International journal of environmental research and public health,2019,16(13).[25]Frennert Susanne,Baudin Katarina. The concept of welfare technology in Swedish municipal eldercare.[J]. Disability and rehabilitation,2019.[26]Chilvers Rupa,Richards Suzanne H,Fletcher Emily,Aylward Alex,Dean Sarah,Salisbury Chris,Campbell John. Identifying policies and strategies for general practitioner retention in direct patient care in the United Kingdom: a RAND/UCLA appropriateness method panel study.[J]. BMC family practice,2019,20(1).[27]Wells-English Diana,Giese Jeannie,Price Joseph. Compassion Fatigue and Satisfaction: Influence on Turnover Among Oncology Nurses at an Urban Cancer Center.[J]. Clinical journal of oncology nursing,2019,23(5).[28]Green Amy E,Willging Cathleen E,Ramos Mary M,Shattuck Daniel,Gunderson Lara. Factors Impacting Implementation of Evidence-Based Strategies to Create Safe and Supportive Schools for Sexual and Gender Minority Students.[J]. The Journal of adolescent health : official publication of the Society for Adolescent Medicine,2018,63(5).[29]Tsai Jack,Jones Natalie,Klee Anne,Deegan Debbie. Job Burnout Among Mental Health Staff at a Veterans Affairs Psychosocial Rehabilitation Center.[J]. Community mental health journal,2019.[30]Lonne Bob,Higgins Daryl,Herrenkohl Todd I,Scott Debbie. Reconstructing the workforce within public health protective systems: Improving resilience, retention, service responsiveness and outcomes.[J]. Child abuse & neglect,2019.员工流失英文参考文献二：[31]Lujie Chen,Junyi Huang. Research on the Influence of the Labor Relations Climate in High Star-level Hotels on the Turnover Intention of Staff[P]. Proceedings of the 3rd International Conference on Economics, Management, Law and Education (EMLE 2017),2017.[32]Fathul Hidayah,Fuad Ardiansyah. If you can survive, then you will stay: Resilience and Turnover Intention on Employees[P]. Proceedings of the 4th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2018),2019.[33]Amjad Ali,Jianping Huang,Zulfiqar Ali,Zhongbin Li. Impact of Empowerment on Employee Turnover Intention: The Influence of Job Satisfaction[P]. Proceedings of the 2017 2nd International Conference on Education, Management Science and Economics (ICEMSE 2017),2017.[34]Ismya Humayra,Nurintan Sri Utami. Stay or Out: Commitment and Employee Turnover Intentions among Indonesian Employees[P]. Proceedings of the 4th ASEAN Conference on Psychology, Counselling, and Humanities (ACPCH 2018),2019.[35]Agus Riyadi. The Influence of Perceived Organizational Support Toward The Employees’Turnover Intentions in Budget Hotel: A Case Study in Jakarta[P]. Proceedings of the 2nd International Conference on Tourism, Gastronomy, and Tourist Destination (ICTGTD 2018),2018.[36]Rini Sarianti,Yuki Fitria,Yunita Engriani. The Effects of Work-Family Conflict on Turnover Intention of Banks’ Employees in Padang with Burnout as The Mediating Variable[P]. Proceedings of the First Padang International Conference On Economics Education, Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA 2018),2018.[37]Rahmadia Trisia Effendi,Arum Etikariena. The Relationship Of Improving Intrinsic Motivation On Turnover Intention By Using Job Crafting Workshop for Employee At Division X in a food company[P]. Proceedings of the 1st International Conference on Intervention and Applied Psychology (ICIAP 2017),2017.[38]Nurhayati F.M. Nofitri,Alice Salendu. Discouraging Employee Turnover through a Coaching Optimization Program[P]. Proceedings of the 1st International Conference on Intervention and Applied Psychology (ICIAP 2017),2017.[39]Kinanti Alfisyahri,Arum Etikariena,Eka Gatari. The relationship between perceived organizational support and employee’s turnover intention through supportive co-worker workshop in division B at Company X[P]. Proceedings of the 1st International Conference on Intervention and Applied Psychology (ICIAP 2017),2017.[40]Siska Ariani,Didik Setyawan,Rudi Januar,Budi Setyanta. Exploration of intention to turnover: case study of hospital IT employees[P]. Proceedings of the 15th International Symposium on Management (INSYMA 2018),2018.[41]Mingyin Xiang,Li Li. The Optimal Design of Hotel Staff Incentive Compensation Contract under Turnover Rate[P]. Proceedings of the 2017 International Conference on Applied Mathematics, Modelling and Statistics Application (AMMSA 2017),2017.[42]Ajeng Wilutantri,Arum Etikariena. The influence of psychological empowerment on turnover intention through appreciative inquiry workshop for employee at Division X Company X[P]. Proceedings of the 1st International Conference on Intervention and Applied Psychology (ICIAP 2017),2017.[43]Ari Kuntardina. Nurses and Staff Turnover Intentions in Private Hospitals[P]. Proceedings of the 2017 International Conference on Organizational Innovation (ICOI 2017),2017.[44]Callista Hapsari Almira Inez Arsya,Eka Gatari. Why are Your Employees Leaving? The Effect of Organizational Mobility Preferences on Turnover Intentions and Affective Commitment[P]. Proceedings of the 2nd International Conference on Intervention and Applied Psychology (ICIAP 2018),2019.[45]Kun Zhang,Xin Zhu,Zhongxin Yu. Research on the Influence Mechanism of Organization Identification and Employee Turnover Intention: based on the Intermediary Role of Organizational Commitment[P]. Proceedings of the 1st International Symposium on Economic Development and Management Innovation (EDMI 2019),2019.[46]Ting-Ying Tan. Relation of Work-life Balance to Counterproductive Work Behavior and Turnover Intention among Malaysian Employees[P]. Proceedings of the 2nd International Conference on Intervention and Applied Psychology (ICIAP 2018),2019.[47]Sl?tten Terje,Lien Gudbrand,Svenkerud Peer Jacob. The role of organizational attractiveness in an internal market-oriented culture (IMOC): a study of hospital frontline employees.[J]. BMC health services research,2019,19(1).[48]Gunaratnam Praveena,Schierhout Gill,Brands Jenny,Maher Lisa,Bailie Ross,Ward James,Guy Rebecca,Rumbold Alice,Ryder Nathan,Fairley ChristopherK,Donovan Basil,Moore Liz,Kaldor John,Bell Stephen. Qualitative perspectives on the sustainability of sexual health continuous quality improvement in clinics serving remote Aboriginal communities in Australia.[J]. BMJ open,2019,9(5).[49]Rafiq Muhammad,Wu Weiwei,Chin Tachia,Nasir Muhammad. The psychological mechanism linking employee work engagement and turnover intention: A moderated mediation study.[J]. Work (Reading, Mass.),2019,62(4).[50]Chegini Zahra,Asghari Jafarabadi Mohammad,Kakemam Edris. Occupational stress, quality of working life and turnover intention amongst nurses.[J]. Nursing in critical care,2019.[51]Shin Inyong,Jeung Chang-Wook. Uncovering the Turnover Intention of Proactive Employees: The Mediating Role of Work Engagement and the Moderated Mediating Role of Job Autonomy.[J]. International journal of environmental research and public health,2019,16(5).[52]North Carol S,Simic Zorica,Burruss John. Design, Implementation, and Assessment of a Public Comprehensive Specialty Care Program for Early Psychosis.[J]. Journal of psychiatric practice,2019,25(2).[53]Smith Yvonne,Colletta Lex,Bender Anna E. Moral People or Moral Projects? Worker Altruism in Youth Residential Treatment.[J]. Culture, medicine and psychiatry,2019,43(1).[54]Lindholm Lars H,Koivukangas Antti,Lassila Antero,Kampman Olli. What is important for the sustained implementation of evidence-based brief psychotherapy interventions in psychiatric care? A quantitative evaluation of a real-world programme.[J]. Nordic journal of psychiatry,2019.[55]Chen Wei-Bing,Spiker Donna,Wei Xin,Gaylor Erika,Schachner Abby,Hudson Laura. Who Gets What? Describing the Non-supervisory Training and Supports Received by Home Visiting Staff Members and its Relationship with Turnover.[J]. American journal of community psychology,2019.[56]Baron Andrea N,Hemler Jennifer R,Sweeney Shannon M,Tate Woodson Tanisha,Cuthel Allison,Crabtree Benjamin F,Cohen Deborah J. Effects of Practice Turnover on Primary Care Quality Improvement Implementation.[J]. American journal of medical quality : the official journal of the American College of Medical Quality,2019.[57]Doosty Farzaneh,Maleki Mohammad R,Yarmohammadian Mohammad H. 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如何应对人才流失英语作文
如何应对人才流失英语作文How to Deal with Talent Drain。
In recent years, talent drain has become a common phenomenon in many industries. Many companies have been losing their talented employees to competitors or other industries. This trend not only affects the development of companies, but also poses a great challenge to the overall economic and social development. Therefore, it is necessary to take measures to deal with talent drain.First of all, companies should provide a better working environment and more opportunities for their employees. Many employees leave their jobs because they feel bored or unsatisfied with their work. Therefore, companies should create a positive and inspiring working atmosphere, and offer more opportunities for employees to learn and grow. In addition, companies should also offer competitive salaries and benefits to their employees, so as to retain their talents.Secondly, companies should pay more attention to the needs and expectations of their employees. Many employees leave their jobs because they feel undervalued or unappreciated. Therefore, companies should listen to their employees' opinions and feedback, and take them into consideration when making decisions. Moreover, companies should also recognize and reward their employees' contributions, so as to motivate them to work harder and stay loyal to the company.Thirdly, companies should provide more training and development opportunities for their employees. Many employees leave their jobs because they feel that theirskills and knowledge are not being utilized or developed. Therefore, companies should offer more training programsand career development opportunities to their employees, so as to help them improve their skills and advance their careers within the company.Finally, companies should establish a fair and transparent system for performance evaluation and promotion.Many employees leave their jobs because they feel that the promotion system is unfair or biased. Therefore, companies should establish a clear and objective system for performance evaluation and promotion, based on employees' performance, skills, and contributions.In conclusion, talent drain is a serious problem that affects the development of companies and the overall economic and social development. To deal with talent drain, companies should provide a better working environment and more opportunities for their employees, pay more attentionto their needs and expectations, provide more training and development opportunities, and establish a fair and transparent system for performance evaluation and promotion. Only by doing so can companies retain their talented employees and achieve sustainable development.。
人才流失外文翻译---吸引和留住人才
本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学学生姓名指导教师年月日目录1外文文献译文 (1)2外文文献原文 (8)吸引和留住人才福雷德理·何博格著出版在承包商工具和供应杂志摘要吸引人才和留住人才，是企业成功的关键。
企业最重要的资源，就是优秀雇员，他们不断提升工作技能，为企业和顾客带来更大的价值。
本文论述的是如何吸引和留住人才来保持竞争力，以及如何打造持续繁荣发展的企业环境。
关键词：吸引，留住，人才，环境，竞争力1 吸引和留住人才的重要性十多年前，美国一些先进的公司就预言将会出现严重的人力资源短缺问题。
这样的预言在当今竞争越来越激烈的商界中已经得到验证。
人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。
当“新手”雇员加入工作岗位，必然有各种问题随之产生。
因此，吸引和留住企业中的优秀雇员十分重要。
高效率的雇员就是令人满意的雇员。
这样的人才能为企业创造更好的业绩。
企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的雇员的素质，认定及留住资深雇员，再者就是发展有成长潜力的雇员。
同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。
如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。
大卫·格洛斯是Power & Control Automation公司的客户代表。
该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。
他提出以下的观点：“一个出色雇员的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。
除了福利和报酬之外，雇员还需要对公司有一份信心。
他们希望确定为公司销售的产品是安全无害的，希望确定公司会在业界保持稳固地位。
”格洛斯认为安全感是区分好企业与坏企业的一大特点。
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2.1 Perspective PowerIf the perspective power you knew any factor may stimulate people's power, then you have grasped and the people communicate the exchange the most effective tool.In the introduction part content, I had said, the stimulation power is everybody most universal request, each people all want to obtain more powers, but they did not know actually the power is any. A person possibly can say he hoped obtains a bigger power, the superintendent and the leader can say they hoped has a more positive team, the employer hoped hires one to have the working zeal staff, the staff hoped has one to be able to stimulate their power the employer. In fact, the employer is extremely high to staff's request, therefore the staff should have stimulates the self-enthusiastic ability.The power and the strength relations is extremely close, we may say a working zeal full person has the infinite strength. We may recollect a next astonishing story: A mother and her several children have experienced a traffic accident, their automobile turned, the vehicle upside down, the children are stranded in the vehicle outside, the mother is thrown dispatched a vehicle, lucky is, she has not been injured. Mother body weight approximately 57 kilograms, height only then 163 centimeters. When the ambulance corps arrive, they discovered the mother hugs the children in the bosom, the children has not been injured. The ambulance corps deliver them the hospital, has carried on a comprehensive inspection, finally discovered, this mother's vertebra is broken by pressing. Obviously, at that time she has lifted the automobile, moved with the foot the children, in this process, her back has received the damage. We knew that, under the normal condition, the mother also is cannot lift in any event the automobile, she already does not have such physique, also does not have such muscle strength, but she has the power strength.hope is all power foundationTherefore, the hope stimulates a people's power standard, the hope is any result motive, is actuates the engine the fuel. Lacks the hope, anybody enthusiasm and the power all not impossible to be transferred and the stimulation.2.2 Drive and Control differenceLet us first from the management angle, looks at between the drive and the control difference.In my opinion, the control is forces somebody to make something, is you wants to let them make these matters; But drove is lets somebody own be willing to make something, because they want such to do. My great friend franker · enlightens Qiao t o say that,” Is precisely this small difference creates the huge difference.” Therefore, you are use the drive or the control operate the company, already became weighs the old enterprise and the new enterprise's symbol.Has a look the English recent commercial history, we may see the company the management all is seeks the control in one kind under the system to carry on. In very many situations, this kind of shoddy management pattern is extremely complex, England is continuously deep its evil.In fact, England's manager once stopped and between staff's dialogue, between the superintendent and staff's exchange communication all was carries on through the trade union. Is engaged in commercial consultation and in training such many years in me, I had not seen between the outstanding management level and the trade union can have the big problem, I cannot find out such example.Front, I had already said, we work the world was a humanist world, but middle many organizations, the people obtain the promotion, undertakes the management and the leadership position, is merely because these people do very much on other operating post splendidly, the people had management training the situation too to be rare. Because these people excel at some responsibility, is very splendid on this post, therefore their colleague hoped they can undertake superintendent's position, these people as if obtained the gracious gift which ascends the sky, knew naturally how arouses others enthusiasm, if carries on the communication, how manages others.Very many superintendents all imitate them predecessor, studies their management pattern, has like this formed an inexhaustible vicious circle.Certainly, the control management pattern also is effective, but this pattern cannot long-time, can create the colleague between not to trust, forms one kind “they and we” the hostile aspect.Under the control management pattern, we not impossible to achieve one kind of ideal boundary, the superintendent and the staff not impossible to work as one, to face the common goal and the direction advance. If you encourage one to have the desire to do better person to participate interview, simultaneously hoped after he responds to a call for recruits successfully, has the good response to this kind of control management pattern, this was simply too naive.Just like I said, the drive is lets somebody make something voluntarily, is because these people want such to do.This principle is suitable similarly for your me, if we really want to make something, we can have a bigger power;If we do not want to make something, we lack the self-power.Therefore, in this book, we to the methodology, the principle and the skill carries on the discussion, not only these methodologies, the principle and the skill can help you to develop own power, moreover may cause you to drive you contact periphery person. Accepts and the understanding painful and the pleasure principle, possibly has the help extremely.We and in the world other animals are same, we biggest avoid the pain diligently.Certainly, we can avoid experiencing on any bodily the ache, similarly we also have one kind of natural instinct, avoids any form the spirit being worried.The related human such instinct responded the example are very many, when us facing this kind of unpleasant duty, we can have such instinct to respond, for example, in you facing the thorny telephone, the arduous housework lives, the participation possibly has the resistance conference, opens the bill, carries on exercise, no-smoking for the health and so on. In order to seek joyful or us confessed for when joyful, we are willing to pay the huge price frequently, although sometimes some joyful like appears briefly, to some people, they joyful is eats and drinks extravagantly.Embarks from the positive angle, is obtains the achievement to the joyful pursue the key to be at, we are more careful in the behind chapter the goal which how elaborates realizes.In us the upper dog has grasped between the painful principle and the pleasure principle balance. Sometimes, we can not but experience some limited pain, some people possibly call this kind of pain the self-restraint, some personal it for self-control. My good friend Steve ·Bannite is a successful entrepreneur, the jungle network company () the founder, he encourages other people to use eats the sour grape skill first.Many people the reason that have achieved nothing, is because of them. At the matter which at the important matter, or deals with difficulty hauls, in very many situations, they does not want to withstand even if is the little pain, has not prepared to undertake any risk.Steve when faces various thorny situation, like When facing some unpleasant, difficult work, pain or contradictory matter, he always first uses eats the sour grape skill first.My suggestion is, if you must simultaneously complete two work, a work is you likes, a work is you repugnant, should better first do your repugnant that work, then does the work which oneself likes, takes to own reward. I discovered this skill is successful means.We all clearly knew, lacks the self-control the human often can put the cart before the horse. In order to understand well how stimulates people's power, we must distinguish between the manner and the reward difference.We all knew the carrot adds the big stick -like drive, this still was many people has to this question view, now lets us inspect the manner and the reward difference.2.3 MannerThe manner is the people thinks facing the matter time thought that, is self-confidence which they have, is they to own faith, the treatment life manner. The manner has the possibility is negative, also has the possibility is positive. How will the manner be they regards the future, how processed the past the event. Our each person all wants to believe firmly once for a while we to have the correct manner, in later chapter, we can carry on more elaboration.2.4 EncourageThe reward is a person and a team the achievement which harvests from theirs activity. We may make a summary simply: “You make this matter, you may obtain the repayment.” In the tenth chapter, we thoroughly will discuss the related reward the question: Namely inspires the people to advance boldly, to cause prize and the bonus type which the people redouble one's efforts. Understood between the manner and the reward difference is extremely important, moreover must accept this kind of viewpoint, unifies two drive methods is most effective.2.5 Stimulation power being suitable environmentWhen the understanding stimulation power skill, regards the power from the correct angle,we first must know, no matter regarding individual, the team, only then under the suitable environment, the power is only then possibly stimulated. For example, a manager in order to stimulate the team the power, he has formulated the competition and the encouragement plan.Although this plan is extremely thorough, but moves this plan environment not to favor the harmony between the team actually, between the colleague generally has the phenomenon which attacks, does not trust mutually, the atmosphere is not very happy.Under such environment, any reward and the stimulation power measure cannot achieve the anticipated effect. Periphery you must pay attention the environment, has a look under such environment, whether your power can stimulate? If you are a leader, whether periphery the observation environment does stimulate staff's power? Hertz Professor Bergh called these factors are “the hygienic factor”. Take company's facility as an example.Company's equipment revolution normal? This place too has been cold, was too hot? Here clean neat? Light, air, washroom facility, working space how? Such environment is advantageous to the enhancement working efficiency? Also has other suppression work performance factor? Must become an outstanding manager, or the stimulator, you must have the leadership skill, if you lack the leadership skill, you must raise this skill.Although this is a content which everybody understood, but duplicates such principle is worth. I must often likes some platitudes the viewpoint, an extremely good viewpoint is:leader sets an example, the follower follows the exampleCertainly, the people can imitate them the colleague. Drove the achievement and the leader style are inseparable. Fro m the human beginning, the leaders hear such warning “to set an example unceasingly, set up a good example”.2.6 Makes one to have the working zeal personNow lets us form a working zeal full person's image in the mind. A person's semblance has made the first impression to us, a working zeal full person's semblance definitely is extremely neat; Their hair looks like is the process peaceful mind care, clothes passed through careful handling, the shoe have been clean.The neat semblance responded a person cares about oneself. For many years, my companyis continuously managing a success telephone marketing team.The company has a stipulation, when all sellers go to work, must dress neatly, the hairstyle is neat, the feminine staff must put on make-up.We discovered the successful result and marketing team's enthusiasm is proportional directly.If they feel good to oneself, then their sales volume can along with the growth. Now, had does not pay great attention to is putting on the tendency in many companies, I knew this is one kind goes off duty and rest the idle way, but any matter all must have a limit, our each person can act according to others semblance to make own appraisal. A person also should pay attention to the way which walks.I have a good friend, he penetrates the office the glass, observes the applicant who the participation interviews. In fact, whether he the way which walks through the applicant judges hires this person. He tells me to say that, a goal is clear about, the step lively applicant compared to a step listless, walks the sluggish man-power to do splendidly. Must observe an applicant is slows pace walks, places the hand in the pocket, the footsteps were full of the energy, the arm have filled the strength.Second, the body language can display a person to the thing warm degree.The smiling face, can speak the eye and a positive facial expression can certainly display a person's enthusiasm. The study body language student stated that, in England, we can use 40,000 words and expressions and the sound approximately carries on the communication, but in the daily life, we is familiar with on only uses 4000 words and the sound.On the other hand, comes from the face body language signal to have about merely 15,000. We knew that, the majority of people may control the content which they speak.If therefore in the body language and the mouth says appeared the conflict and the contradiction, the body language transmission information definitely is correct. If therefore some people said he feels very well, but his facial expression pain, is drooping the shoulder, this explained he felt is not good, we may infer his real feeling through his body language.If therefore some people said he feels very well, but his facial expression pain, is drooping the shoulder, this explained he felt is not good, we may infer his real feeling through his body language. Finally, how is a working zeal full person and other people communication? Theworking zeal full person affirmed has filled the enthusiasm.The working zeal full person spoke freely about his future, they will be doing the matter, they will plan the matter which will do. In the past was only one kind of experience, helped you to discover the opportunity, transformed the opportunity as the success.Therefore, the working zeal full person has filled the enthusiasm and the anticipation to the life, with such person contact is one kind of joy. Except above all contents, a working zeal full person may by the description be easily a positive person. They display the unique behavior characteristic is:1、the positive2、goal feeling strong3、anticipated the successfulThis manner can let the human have the sufficient energy. The working zeal full person looks like energetically, you have possibly heard following speech, “if you want to complete a matte r, lets an assiduous person do.”2.7 Correct reward and correct resultIn this chapter final, in order to let everybody have the understanding to the power, "How do I want to mention Michael · to pull · the Boolean husband To drive Other people" this book. In the book, he is describes like this to in the world management principle: You may from give the reward in the behavior to obtain many.You cannot obtain you to hope, the hope, the entreaty or the request obtain the thing, you obtain are you reward. Therefore, we may see the greatest management principle to explain repeatedly these have the reward matter always to be possible to complete.Therefore, if you are a superintendent, or is a leader, you must engage in introspection, ask oneself, what you do recognize? What do you reward? We can carry on the careful inspection in the eighth chapter. If the correct behavior has not obtained the reward, then you obtain the result also is possibly wrong.Prompts1、hope is along with all power foundation2、drive or the control? Must distinguish between them the difference3、resolution manner and the reward difference4、seeks the working zeal full person's characteristicAxiom“The people often thought causes the h uman to be proud successfully, proudly, self-self-satisfied, thus could destroy a person, this viewpoint was wrong. Just right opposite, the success causes the human modestly, to exercise forbearance nicely; The defeat causes the human to become is brutal, is unkind.”----English writer Somerset · Maugham。