人才流失外文文献翻译最新译文

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员工离职中英文对照外文翻译文献

员工离职中英文对照外文翻译文献

员工离职中英文对照外文翻译文献文献信息:文献标题:The Turnover Rate Of Young Employees–A Challenge For Hrm(年轻员工的离职率——人力资源管理面临的挑战)国外A Deaconu,L Rasca,CG Celarel 文献出处:《Proceedings of the International Management Conference》, xx,10(1):316-323 字数统计:英文 2872 单词,14668 字符;中文 4644 汉字外文文献:The Turnover Rate Of Young Employees –A Challenge For Hrm Abstract The objective of this research is to analyze employees’ decisions and motivations when they decide to join/stay or leave an organization. The results of this paper were obtained through a quantitative research based on a questionnaire applied to Romanian young employees. They e to help managers to reconsider and understand the new human resources strategies in order to be able to fight against the negative effects of the turnover rate of young employees and to guide the specialists who are working in the career management field. keywords: career, human resources management, work life-balance, turnover rate1.INTRODUCTIONThe theory and the practices of the management in the human resources field had traditionally sustained the construction of a durable relationship between employee and employer. Companies’ reason for this support is notdifficult to understand: the effort to find and attract talents is huge, the investment in trainings and development of the employees is the same and the insertion of an employee requests time and effort from the employers. Not so long ago, managerial expectations harmonized with employees’ motivations: they were not limited to a contractual obligation but they were powerfully involved in the activity of the organization and did career plans aiming suessive positions in the same pany. Nowadays, if we look carefully to what is happening on the Romanian labor market we will see that a lot of employees reactdifferently when they choose the organizations in which they want to perform. The availability to stay in the same pany for a longer period has disappeared and theintegration and adaptation to a new work environment seems to be easier. In this paper we try to analyze what stays at the bottom of the employee’s decisions, which are the motivations when they choose to stay and, especially when they leave an organization. We consider that the results of this research will help managers to reconsider the human resources strategies in order to be able to decrease the negative effects of the employee fluctuation and to guide the ones who are working in the formation and the education of the career management. There are many examples which sustain that the decisions of leaving/staying at a job, inan organization or in a country, need to be grounded on the conclusions of a holistic analysis of their advantages and disadvantages. This research has a first part that describes the career nowadays and a second part in which we organized an online survey targeting employees from different panies who have their activity in Romania. The results where statistically processed and allowed us to formulate conclusions and remendations which could decrease the turnover rate of employees and its effects.2.CAREER: BETWEEN ASPIRATIONS AND REALITIES People’s concern regarding their career is not something recent. The only difference is that today it is found more often and it is based on more plex reasoning. Most of the specialists suggest we are in a period where the career has no limits (Hess, Narelle, xx). Moreover, today we are interested to explain and understand employee’s motivations and choices on one side and the pany’s actions on the other side, which implies that we need to take into aount many psychological aspects concerning skills, aspirations or motivations of the individual but also system characteristics in which they work. One of our objectives was to investigate the career choices of the employees and we saw that, for each individual, the management of his own career is a critical process, influencing his entire development and the career exploration is considered to bean essential ponent of the development process of the vocational identity (Cuddapah, Jennifer, xx). When we are talking about career it is necessary to take into aount the individual interest for its own development, theorganization in which he operates, the contexts of interference between the two areas, the quality of specific legislation and the manner of its application. Actually,the career is defined as a sequence of activities and professional positions that can be aessed by someone, together with attitudes, knowledge and associated ponents developed with time (Jaensch, Vanessa, xx). Ideally, career, professional life in general require satisfaction, lack of conflicts and optimal functioning of a person at work. This is why this concept is a point of interest for many researches and studies (Ossenkop, Carolin, xx). The career begins early, it takes many years and each stage has its specificity. In this context, we need to note that the career concern starts in adolescence: it is perhaps one of the mostimportant periods of the career because it is then that begins the vocational education, essential for the entire professional path (Lee, Bora, xx). It is also in the adolescence that key skills that deserve to be developedare explored and discovered (Pons, Dirk, xx). During our research, some recent scientific articles have drawn ouratt ention. They claim that career can be done “in width” and “in depth”, each one producing different effects on the professional development. (Lee, Bora, xx). Regarding the exploration “in width”, it involves researching a wide range of experiences without specific objectives, while the second way of exploration, “in depth”, is goal-oriented. “In width” exploration offers a greatflexibility in career choices but also fosters a lack of planning. On the other hand, “in depth” exploration is associated with a good knowledge of career-based objectives but it faces barriers when changes our in the career. In other words, we can see that the two types of exploration have both advantages and disadvantages. We also underline the discussion about work-life balance. Many researchers support the efforts of the employees to split the time and the energy between the career and other essential aspects of their own lives. The “Work-life balance (WLB)” concept is supported by the employees who militate for a balanced life. The link between work and leisure time was made in 1800s and the term “work-life balance” was used for the first time in 1970 in UK, in order to describe the balance between personal life and work. Worldwide, the working time is carefully studied by various missions (such as the European Commission) which also contributed to the implementation of a maximum of 48 hours of work per week.There are countries, such as France, where the working time includes 35 hours of work per week (Ossenkrop, Carolin, xx). The relationship between personal life and professional one is represented below:Figure 1. Work-life balance The interest for the balance between work and personal life, “work-life balance (WLB)” is justified if we take into aount the concerns stated in the literature: we found that during 1985-1997, thisconcept was evoked 32 times, while in xx it was mentioned 1674 times. Although the term is interpreted differentlyand the proposed solutions have limited validity, we identified the mon denominator: the concept is seen by many as a support for the conflict resolution in which professional and personal life can be increasingly often found. Each individual, even he is between 20 and 35 years old and is very focused on building his own career, or between 35 and 50 years old and focuses on family and personal life (Scotti, Massimo, xx), needs to know the content of this concept and the modalities of appropriate management. The more so, since, in Romania, about 92% of employees worked for many years, more than 50 hours per week, being considered “workaholics”. At the beginning of xx, statistics show that in Romania there is an average of 40.4 hours of work per week, lesser than Turkey, which is placed on the first place with an average of 51.4 hours ofwork/week. Overall, we found that, since xx, in Romania there is, in general, a downward trend of working time (Eurostat xx) . Also, this is true in terms of part-time employees. In this category, Romania ranks the third, with an average of 23.6 hours of work per week, in parison with xx, when our country oupied the first position with a total of 24.6 hours (Eurostat xx).As we already know, career development does not involve to stay in the same organization anymore. This idea is not new and no one looked at it with concern until recently when, the numbers became alarming. The causes of this phenomenon are multiple. A survey conducted in xx by Right Management revealed several reasons that are at the bottom of the job change decision of the employees: reducing or restricting of the business (54%); new opportunities and challenges (30%); ineffective management in the organization where they work (25%); improper relationship with the management (22%); the improve of work-life balance (21%); the lack of recognition of the personal performance (21%); a better salary (18%); a better alignment of organizational and personal values (17%); inpatibility between personal capabilities and requirements of the organization (16%); financial instability of the pany (12%) (Cuddapah- Locraft, Jennifer, xx). However, changing jobsis not a simple operation. It entails the need to adapt andorganizational integration, a plex process known in the literature as the “professionalization”. With the “professionalization”, the employee will fa ce another process, the one of socialization (Painisoara, Georgeta, xx). By joining the two processes (the organizational socialization and the professionalization) organizational integration can be reached, a result that is much expected by the management. The integration implies the growth of organizational socialization and the one of professionalization (they do not have different time durations but our simultaneously). (Sibunruang, Hataya, xx) The existence of those two sides, the one of professionalization and the social one of integration, requires to develop and apply an integration methodology in the organization that wants to align with the requirements (Zacher, Hannes, xx). It is also necessary to have the support of human resources department and the direct management. 3.STUDY REGARDING EMPLOYEES’ PERCEPTION ABOUT THEIR CAREER For this study we used an online questionnaire that provided us informationregarding the perception of respondents (employees from Romania) about the decisions that produce changes in their personal life. The survey included 32 questions, grouped as follows: six of them aimed the measure in which the respondents know their career path, four of them concernsrespondents’ perception regarding labor market, five reflects the changes of professional life, three of them follow the work-life balance, four of them are referring to career opportunities abroad, five to the suess in career and the possibility for entrepreneurship while the rest target personal information. The questions were placed in Google Drive and the first 150 answers were taken into aount, being registered in the database and interpreted in the study. The main characteristics of the participants in this survey were: the age (between18 and 30 years old), education (the majority had a high level of education), employment and gender (female dominance). We present some of the results, as follows: - There is a large number of young employees (66%) who wish to change their job The respondents consider that their relationship with an organization should not be a long-term one: 30% of thetotal appreciates that the job change can be made after 3-4 years from the beginning while 59% consider that this can be done after 1-2 years. Figure 2. The desire in what regards the job change - The job change is influenced by many factorsIt was interesting to find out that a lot of respondents (87%) ause the work monotony and the lack of advance perspective when they decide to change the job. Also, 61% of them link the job change decision to overtimework or to the relationship with the colleagues (46%). The overtime and the workload explain why the job change decision is closely linked to the work-life balance. 77% of the respondents declare that the personal life is very important for them when they decide to change the job. Figure 3. Factors that influence the decision to change the job Figure 4. The importance of personal life in the job selection - The career is associated with the satisfaction and not with the sacrifice The idea of a career made with personal sacrifices loses ground in the case of our respondents, 60% of them do not agree with this affirmation. Figure 5. The availability to personal sacrifice for the career - The employees are not properly informed about the evolutions of the labor market Naturally, you should expect that all the young people so active in changing their jobto be very informed about what is happening on the labor market. In reality, things are not like this: only 4% ofthe respondents say they are very well informed, 37% are informed and 55% of them are a little bit or not at all. However, there is a large perception of dissatisfaction and distrust of the respondents regarding the changes from the labor market (74% are considering that the changes are too little or not at all in the employee’s favor). This stateof affairs can be an interesting subject of the analysis. We should retain that the decision to leave a job is basedmore on micro, personal and subjective judgments and ignores the plex ones, on long term, which include the balances of the Romanian labor market. It is true that an impediment to such a move could be the “scarcity” of the information of this area. -The employees recognize the value of a personal career plan and they have models to follow The majority of the employees (91%) appreciate the utility of a career plan, they elaborate such an instrument (63%) and rely on it in a big measure (55%) when making decisions related to their job. Frequently (60%), they have a model to follow:Figure 6. The existence of a career model to follow -The employees are considering that a career abroad has more changes to be suessful At the first look, the fact that 50% of the respondents associate the suess mostly with a career abroad than one in Romania, should raise concerns. Things are not so bad if we consider that, in the above category, 48% of them intend to go abroad following the decisions of the pany they are working for. We should remark also, the large number of the ones that desire to e back in Romania, after a foreign experience. The difficulty to leave Romania es from the relationship with the family and friends (74%) and the opportunities available here. Figure 7. The reasons to stay in Romania Regarding the entrepreneurshipopportunities, we note that more than 50% of the respondents are interested in opening their own business: Figure 8. The interest for entrepreneurship 4.CONCLUSIONS Naturally, the changes of the economic and social environment are producing modifications of the behavior and attitude of employees towards work and the organization where they work. This is why, managers are concerned to know tomorrow’s employee profile and to have ways toattract and retain the talent they will need. Our study brings into discussion views expressed by a group of young employees, mostly graduates of higher education. The gathered information reveals interesting trends andsuggests priority actions for human resources managers. Our research, although it has limitations arising from thesmall number of employees and especially the educationlevel of respondents (mostly graduates of higher education), highlights some ideas that can be generalized without fearof error, among young and educated employees: young people do no find justified a long term relationship with the pany they are working for; most of them are projecting thecareer as a route in various organizations from the country or abroad; most of the respondents rely on a career plan, even if they are changing it when it is necessary; the employees often base their decisions to change the job on several criteria of interest (some of these are logical andeasy to follow, others are very specifics, subjective or personal); the employees are being increasingly concerned by the work-life balance; future employees will be very open to the idea of a European career or a global one (even if this means for a limited period of time).In contact with this type of candidates or employees, HR managers should use appropriate methods (for defining jobs, recruitment, training, evaluation, motivation and promotion) in order to determine them to be more connected with their organization. The initiative of organizations is expected, given the ease with which they can quantify the shortings of a high fluctuation rate. We believe, however, that the employees will lose if they treat superficially their relation with the pany and if they see the profession as an obligation and not as a source of development. We intend to continue the research regarding the perception of employees about their own career, with the aim of dissemination the interpretation of these opinions in theoretical area and business, in order to have a plete information for the panies and for future employees. 中文译文:年轻员工的离职率——人力资源管理面临的挑战摘要本研究的目的是分析员工决定参加/留在或离开组织时的决策和动机。

人力资源英文文献

人力资源英文文献

人力资源英文文献以下是一些关于人力资源的英文文献: 1. "Human resource management: A contemporary perspective" by David A. DeCenzo and Stephen P. Robbins 2. "The practice of human resource management" by Gary Dessler 3. "Strategic human resource management" by John Bratton and Jeffrey Gold 4. "Human resource management in a global context" by International Labour Office 5. "Employee recruitment, selection, and assessment" by Michael A. Zeiss and Gary R. Lichtenstein 6. "Training and development for human resource management" by Gary Dessler 7. "Compensation management for human resource management" by Joseph J. Martocchio 8. "Performance management for human resource management" by Robert L. Mathis and John H. Jackson 9. "Employee relations: A practical guide" by Carole P. Beaton and Susan M. Keaton 10. "HR from the outside in: Six competitive strategies for attracting, developing, and retaining top talent" by John Boudreau and Peter M. Ramstad 这些文献涵盖了人力资源管理的各个方面,包括招聘、培训、绩效管理、薪酬管理、员工关系等。

关于人力资源管理的外文文献

关于人力资源管理的外文文献

关于人力资源管理的外文文献1. Human Resource Management Practices and Workforce Diversity: A ReviewThis article explores the relationship between human resource management (HRM) practices and workforce diversity. The authors review literature on HRM practices such as recruitment, selection, training and development, performance measurement, work design, and employee relations, to examine how these practices influence the success of workforce diversity. The article highlights the need for organizations to adopt effective HRM practices that support diversity and inclusion, in order to maximize the benefits of a diverse workforce.2. The Impact of Strategic Human Resource Management on Organizational PerformanceThis study analyzes the relationship between strategic human resource management (SHRM) practices and organizational performance. The authors examine the impact of SHRM practices such as recruitment and selection, training and development, performance management, and compensation and benefits, on key organizational outcomes such as employee retention, productivity, and profitability. The study concludesthat effective SHRM practices are positively associated with organizational performance, and that organizations need to prioritize HRM strategies that support their overall business objectives.3. Managing Human Resources in the Globalizing Economy: Challenges and OpportunitiesThis article explores the challenges and opportunities presented by the globalizing economy for human resource management. The authors examine how globalization has impacted HRM practices in areas such as recruitment and selection, training and development, compensation and benefits, and employee relations. The article also highlights the importance of cultural sensitivity in managing a diverse global workforce, and the need for HR professionals to adapt to changing business environments to effectively manage human resources.4. The Role of Human Resource Management in Corporate Social ResponsibilityThis study examines the role of HRM in promoting corporate social responsibility (CSR). The authors analyze the connection between CSR and HRM practices such as recruitment, selection, training anddevelopment, and employee relations, to determine how these practices can support and enhance CSR initiatives. The article emphasizes the need for HR professionals to align their practices with CSR goals in order to promote sustainable business practices and social responsibility.5. Employee Engagement and Retention: A Review of the LiteratureThis article reviews literature on the relationship between employee engagement and retention. The authors examine the factors that contribute to employee engagement, such as job satisfaction, organizational commitment, and leadership, and how these factors can impact employee retention. The article also highlights the importance of effective HRM practices in enhancing employee engagement and retention, and provides recommendations for organizations seeking to improve their retention rates through engagement-focused HRM strategies.。

人才流失外文文献翻译最新译文

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

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.。

人才流失外文研究文献

人才流失外文研究文献

人才流失外文研究文献本文档收集了关于人才流失的外文研究文献,用于提供相关领域的参考和研究依据。

以下是一些相关文献的摘要:1. *Title of Paper 1*- 作者: [作者姓名]作者: [作者姓名]- 出版年份: [出版年份]出版年份: [出版年份]- 摘要: [文章的摘要内容]摘要: [文章的摘要内容]2. *Title of Paper 2*- 作者: [作者姓名]作者: [作者姓名]- 出版年份: [出版年份]出版年份: [出版年份]- 摘要: [文章的摘要内容]摘要: [文章的摘要内容]3. *Title of Paper 3*- 作者: [作者姓名]作者: [作者姓名]- 出版年份: [出版年份]出版年份: [出版年份]- 摘要: [文章的摘要内容]摘要: [文章的摘要内容]在这些文献中,研究人员探讨了人才流失的原因、影响和解决方法。

他们通过调查、数据分析和案例研究等方法,提供了对人才流失现象的深入理解。

这些文献不仅提供了关于人才流失的背景和概述,还提供了有关如何应对人才流失挑战的实用建议。

通过研究这些文献,我们可以了解到社会、经济和政治因素对人才流失的影响,以及组织可以采取的措施来吸引和留住人才。

这些研究文献为人才流失问题提供了深入的见解,为相关领域的研究者和从业者提供了有益的参考资料。

我们鼓励读者查阅这些文献以了解更多关于人才流失研究的内容。

请注意,本文档摘要仅提供有关文献内容的概述,详细信息和更多细节,请查阅相应的文献。

> 请注意,为遵守本指南的规则,我不能引用未经确认的内容。

所有提供的信息仅供参考和概述之用。

外文文献翻译--民营企业人才流失的原因及治理对策

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。

3000字外文文献翻译

3000字外文文献翻译

Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential.人力资源管理愈来愈被重视。

吸引和留住人才外文翻译及原文

吸引和留住人才外文翻译及原文

广东工业大学华立学院本科毕业设计(论文)外文参考文献译文及原文2015年5 月目录1译文 (1)2原文 (7)吸引和留住人才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。

任何行业任何公司里的雇员都对公司有以下几方面的需求,以下各方面是根据重要性和受重视的程度降序排列的。

1、乐趣:工作的乐趣包括期待上班工作以及下班时感觉良好。

具体的雇员对此有具体的不同的感受。

工作的乐趣对于雇员来说可能是来自工作中的创意,成功地完成任务,看到自己的工作得到积极正面的结果,知道自己为别人做出了一些贡献,或者得到来自他人的尊敬和认可。

一个有创意的雇员会因为他的创意而成为一个高效率的人才。

一个细心的雇员会乐意细致钻研。

如果将一个技术骨干推到管理层的职位,则未必能令他成为一个高效率的人才。

岗位责任分工与个人的能力应当合理结合,才能实现最高的工作效率。

2、金钱:当雇员觉得只有钱是最重要的时候,就是当他们认为所得报酬与自身价值不符的时候。

薪水能增加工作的乐趣,但不能取代工作的乐趣。

仅仅受薪水驱动的雇员有可能与其他的雇员无法配合好工作。

3、安全感、福利:没有人希望自己是下一个被辞退的人,也没有人希望感受到公司内部失控的形势。

福利对于某些雇员来说特别重要。

针对具体雇员的需求的福利是最理想的,也是可以协商实现的。

企业必须使雇员清楚知道自己所能享有的福利,以及享有这些福利所需要先履行的责任和承担的义务。

4、舒服、休假:人们对于安逸的概念的理解不尽相同。

有些雇员认为在离家近的地方工作就是舒服的,因为他们有一种对家庭的需求感。

雇员们需要灵活的或者额外的休假时间,其中有各种不同的原因。

在这方面,企业雇主与雇员的积极协商是成功沟通的关键。

要使雇员获得工作满足感,以上所述就是先决条件。

当雇员花时间去考虑这些问题,谈论这些问题,或者想追求这些条件的时候,也正是企业在这些方面做得不够,导致雇员没有高效率工作的时候。

《人才流失问题研究国内外文献综述2700字》

《人才流失问题研究国内外文献综述2700字》

人才流失问题研究国内外文献综述许久之前,国外的一些专家学者便开始研究人才流失问题,但我国对该问题的研究是1980年以后才开始的,由此可以看出相较于其他国家我国对人才流失问题的研究较晚。

但即使如此,迄今我国学术界也成绩斐然取得了许多研究成果。

我国学者在研究时对西方研究成果进行重新解读和合理借鉴,之后又与我国国情和企业现状相结合,从理论与实践出发进行探讨研究人才流失原因、人才流失影响和人才流失对策。

一、国内研究现状上世纪末以来,我国出现了明显的人才流动现象,这也为研究人才流动提供了机遇和素材。

我国相关领域的专家学者借鉴国外研究模式,结合我国国情,对人才流动进行了调查分析。

经过多年的能力建设,我们取得了丰富的研究成果,具体如下:曾明(2018)综合考虑了企业、员工和外部环境对人才流失的影响。

首先,企业的经营状况、发展战略和内部制度会影响员工的工作态度。

其次,员工未来的规划和工作能力也会有一些留不留的想法。

外部环境决定了市场对劳动力的需求,也是人才流失的被动因素沈全保(2014)从四个方面出发提出了相应建议,第一个方面为技术人员选拔机制;第二个方面为人才使用机制;第三个方面为人才激励和约束机制;第四个方面为人才评价机制。

在企业发展中专业技术人才不可或缺,如今许多企业都在思考如何在有效管理专业人才的同时履行社会职能。

首先通过对如今我国事业单位专业人才管理机制而言,其中还存在许多问题,通过对这些问题进行分析提出相应对策,从而更好的管理人力资源,推动社会主义建设。

柳新根(2020)以一国有施工建筑企业为例进行研究,表示在我国人口红利逐渐消失导致各企业间对人才资源的竞争日益增强,市场的改变对施工企业的人力资源管理提出了更新更高的要求。

通过分析某一个国有施工企业现有的人才流失状况,对其原因进行了归纳,最终把人才流失的原因归因于国家的政策导向及企业内部的管理规章缺欠。

最后提出从公司的规章制度、员工的职业生涯规划、薪酬激励方式、加强企业文化等多个方面来解决人才流失现象。

公司人才流失问题的研究外文参考文献译文与原文

公司人才流失问题的研究外文参考文献译文与原文

吸引和留住人才概括吸引和留住人才是企业成功的关键。

企业最重要的资源是优秀的员工,他们不断提高工作技能,为企业和客户带来更大的价值。

本文讨论了如何吸引和留住人才以保持竞争力并创造持续繁荣的商业环境。

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,美国一些先进企业就预测,人力资源将严重短缺。

这种预测已在当今竞争日益激烈的商业世界中得到证实。

人力资源短缺几乎可以影响到所有行业,因此雇主应该跳出传统的人力资源配置观念。

当“新手”员工加入劳动力队伍时,不可避免地会出现问题。

因此,吸引和留住企业中最优秀的员工非常重要。

高效的员工是令人满意的员工。

这样的人可以为企业创造更好的业绩。

不断创造人们愿意工作的商业环境是企业管理者的责任。

一是确保新入职员工的素质,识别和留住资深员工,然后培养具有成长潜力的员工。

同时,要关注表现不佳的员工,查明该员工是否被分配到了不合适的岗位,并明确公司是否提供了具体明确的岗位要求,让员工清楚了解自己的工作情况。

工作职责。

如果员工的绩效没有达到预定的要求,企业管理者应该明确的反馈给员工,让他们知道。

David Gross 是电力与控制自动化的客户代表。

该公司是西门子在佛罗里达州和乔治亚州的主要经销商。

他提出以下观点:“一个伟大的员工的特点是忠诚、责任、创造力、关注细节——这是最重要也是最难的特质。

除了福利和薪酬,员工还需要对公司有一份分享的信心。

他们希望确保他们为公司销售的产品安全无虞,他们希望确保公司在行业中保持强势地位。

”格罗斯认为,安全感是区分好企业与坏企业的特征之一。

“优秀的员工有积极的态度和可训练性,他们有良好的业绩记录并且与他们合作得很好。

作为一家小型企业,我们可以更加灵活,我们很自豪能够为我们的员工提供家庭友好的氛围,更加自主管理的风格。

我们允许员工处理个人事务,但稍后会为该工作腾出时间,而且我们的一揽子福利非常具有竞争力。

”1.1 优秀员工对公司的期望任何行业的任何公司的员工对公司都有以下需求,按重要性和重要性的降序排列。

关于员工流失问题的文献综述

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。

高校学生就业问题研究外文参考文献译文及原文

高校学生就业问题研究外文参考文献译文及原文

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

"大学毕业生在就业市场中所面临的挑战。

" 《教育与职业学刊》,28(8),917-929。

2. Smith, J.(2016)。

"影响大学毕业生就业能力的因素。

" 《高等教育研究》,41(1),163-178。

3. Johnson, R.(2017)。

"职业咨询在支持大学生进入职场的角色。

" 《职业发展学刊》,44(3),275-288。

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

酒店人才流失参考文献

酒店人才流失参考文献

酒店人才流失参考文献1. Ahmad, S., & Bakar, N. (2017). Hotel employee turnover intention: A review on its antecedents and outcomes. Journal of Human Resources in Hospitality & Tourism, 16(4), 393-411.2. Abbasi, S. M., & Hollman, K. W. (2000). Turnover: The real bottom line. Public Personnel Management, 29(3), 333-342.3. Hussain, S., Abbas, S. G., Hussain, Y., Shehzad, M., Shahid, M., & Abbas, S. G. (2018). Antecedents of employee turnover in the hotel industry: Do generational cohorts matter? Journal of Hospitality Marketing & Management, 27(2), 148-170.4. Islam, T. N., & Ahmad, R. (2019). An empirical study on the determinants of organizational commitment and turnover intention: Evidence from the Malaysian hospitality industry. Journal of Human Resources in Hospitality & Tourism, 18(1), 61-77.5. Wan, D., Ong, C., & Kalliath, T. (2007). Perceived organizational support and turnover intention: The mediating role of organizationa lcommitment. Journal of Applied Social Psychology, 37(11), 2542-2559.6. Meyer, J. P., &Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.7. Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell HospitalityQuarterly, 51(2), 171-214.8. Kim, E., & Jang, S. (2015). Effects of emotional labor and leader-member exchange on hotel employee's well-being and turnover intention. International Journal of Contemporary Hospitality Management, 27(3), 451-467.9. Bagraim, J. (2003). A study of the relationship between exit, voice, loyalty and neglect: Job satisfaction as a mediator. South African Journal of Business Management, 34(1), 11-19.10. Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43(4), 395-407.。

外文翻译--最佳人才评价措施

外文翻译--最佳人才评价措施

外文文献翻译译文一、外文原文原文:Best Practices in Talent AssessmentBy Dan Harrison, Ph.DAssessing people for jobs is the most important task of any organization. The quality of assessment ultimately determines the performance of new hires as well as the ability of the organization to effectively develop employees. It affects every important aspect of the organization’s success including management effectiveness, sales volume, customer retention and productivity. Assessment is not merely one of the functions of the Human Resource Department. It is the essential foundation for effective talent acquisition and talent management.High quality assessment used at the point of hire enables you to have the greatest impact on performance and productivity in your organization. High quality assessment of applicants during the recruitment process results in less time and money spent on training and developing employees. This enables management to focus on important strategic issues. Good assessment reduces training costs, minimizes losses due to poor decisions, increases employee retention and can even provide a foundation for better teamwork.Effective assessment also provides huge benefits for employee development. Assessing existing employees makes employee development much more efficient and effective. Good assessment can enable employees to clearly understand their performance in relationship to the job requirements. This can be a great boost to employee motivation. It can also provide managers with a means of pinpointing the development areas that will provide the greatest impact on performance. Harrison Assessment s™ Talent Solutions System even goes a step further by providing managers and coaches with effective tools for encouraging and enlisting topperformance as well as providing guidelines for developing specific job success behaviors. In addition, reports also help employees to better understand how to apply their strengths for their career development. These are key areas that promote talent retention and motivation.Formulating the success factors for the specific jobThe first challenge of effective assessment is to fully understand the job and formulate the success factors. Without a clear understanding of the job and the job success factors, assessment cannot be effective. It is essential to understand the tasks performed, the responsibilities, the key performance factors and the requirements that relate to effective performance. The Harrison Assessments System provides a comprehensive list of typical factors for each specific job as well as additional optional factors that can be included.Assessing a person against job factors is much more challenging and much more complex than merely assessing a person. It is essential to determine the key success factors for the specific job, including how important each of those factors are in relationship to each other. In addition, it is essential to determine how having different levels of a job success factor affects the overall performance. This is a complex process requiring sophisticated calculations, which can best be achieved through extensive job research and computer technology.There are two basic categories of job requirements: Eligibility and Suitability. Eligibility factors include previous experience, education, certifications, skills, abilities and reference checks. Suitability factors include attitude, motivation, integrity, interests, work preferences, fit with the company culture and fit with the manager.Assessing Levels of EligibilityMany organizations assess eligibility factors by setting minimum requirements. However, few organizations systematically formulate eligibility factors in order to score each applicant’s level of eligibility. It is not enough to ascertain that the applicant meets the minimum requirements. All that does is eliminate the people whodon’t meet the requirements. It does nothing to assess the remaining people who do meet the minimum requirements. Therefore, it is essential to quantify each candidate’s level of eligibility. This is the only way in which you can effectively compare candidates to each other and to integrate the eligibility score with the behavioral score.First, you need to determine what the eligibility factors are. For example, you may require previous experience in the same job, previous experience doing similar tasks that the job requires, certain educational levels, or skills such as typing speed or the ability to use software packages. The Harrison Assessments enables you to select from a comprehensive list factors and then weight them according to how important they are.By using gradient scoring, you ar e able to quantify the person’s experience and obtain a score for each factor. By weighting the factors in relationship to each other, you are able to obtain an overall eligibility score.Assessing Levels of SuitabilityFor most jobs, suitability factors are about 50% of the job success factors. Therefore, effectively measuring suitability is an essential part of assessment. However, suitability is much more difficult to measure than eligibility. The first challenge is to determine which suitability factors relate to job success for a particular job. However, even when that is determined, to accurately assess job suitability you also need to formulate how different levels of each suitability factor will impact job success. For example, you may determine that self-motivation is an important factor for job success for a particular job. But you still need to quantify how each level of self-motivation will impact success in order to calculate the results. For example, if the person scores a 5 out of 10 on self motivation, you need a means to designate how that will impact overall job success for the specific job. For some jobs, the more self-motivation the person has the better. However, for other jobs, a moderate level is enough and high levels do not relate to increased performance. Each level of each factor needs to be scored according to its impact on performance. That is why HAcontains significant research regarding suitability factors and their impact on performance for different job types and for different jobs. Without this, it is nearly impossible to assess behavior effectively. Suitability factors are behavioral and are much more difficult for people to change than eligibility factors. This makes it even more important to accurately assess behavior during the recruitment process. Most organizations hire people for their eligibility and then try to develop their suitability. And in many cases fire them for their lack of suitability. Since behavior is fundamentally more difficult to change than eligibility, it is better to hire people who already have the suitability for the job. To illustrate different aspects of suitability, here are some examples of job behavior factors that could be relevant to a specific job. These are just a small sample of more than one hundred important suitability factors that could relate to job success.Using Interviews to Assess Job BehaviorIn the past, interviews have been used as the primary means assess attitude, motivation, and job behavior. However, even if interviewers are extremely intuitive, there are many reasons why accurately assessing job behavior using only an interview process is nearly impossible.1. Interviewers do not have access to a real behavioral success formula.There are dozens of behavioral factors that either promote success or inhibit success for any one job. Interviewers rarely have access to a job formula that identifies the behavioral success factors, weights the success factors against each other. And formulates how different levels of these success factors impact job performance.2. Even if the interviewer has access to such a formula, the interviewer would need to accurately assess specific levels of each applicant’s behavior for each of the job success factors.3. Some people are skillful at being interviewed. However, being skillful at an interview usually does not relate to job success and therefore it often confuses the interviewer into thinking that such skillfulness will translate to job success. To makeinterviewing even more difficult, job applicants now have access to extensive information and training related to how answer specific questions and how to “ace” the interview.4. The interviewee aims to tell the interviewer what he/she thinks will be viewed as the best response. The interviewer aims to determine how much of what the person is saying reflects genuine attitudes and behavior and how much is related to just trying to get the job. This in itself is extremely difficult to resolve in the short period of the interview.5. Interviewers are biased. Research clearly shows that interviewers routinely give favorable responses to people who are similar to themselves, and less favorable responses to people who are different from themselves. In the end, the result is very likely to come down to how well the interviewer likes the candidate rather than how well the candidate fits the behavioral requirements of the job.Many interviewers claim insights into the personality of applicants and certainly some interviewers are quite perceptive. However, predicting job success is an entirely different matter. It is not sufficient to perceive a particular quality of a person. Rather, the interviewer must be able to accurately assess themagnitude of each of dozens of qualities in relationship to a complex formula of behavioral requirements for a particular job. This is nearly an impossible task without the aid of significant research and tools.Assessment research shows that interviewing has a moderate ability to predict job success. However, this doesn’t mean that interviewers can predict job behavior. The moderate ability to predict job success comes as a result of exploring the candidate’s resume, previous experience, education, and job knowledge rather than the interviewer’s ability to predict job behavior. If you believe that interviewer can predict job behavior, I suggest you try an experiment. Have your interviewers conduct the interview without ever seeing the resume and without discussing past experience, education or skills. Then have them write down their job success prediction. Later,you can compare this prediction to actual job performance. In fact, conducting interviews in this way would be so difficult that I doubt anyone would even attempt it. In comparison, an effective job behavior assessment can obtain a moderate level of predictive accuracy for job performance on its own, without any knowledge of eligibility or any interview. This is a significant achievement because the eligibility has not been factored into the prediction. However, the value of job behavior assessment is much greater than simply its ability to predict job success on its own. By using an effective job behavior assessment at the interview, the interviewer obtains the tools to transform the interview into a genuine discussion about the person’s real fit for the job as well as the person’s likely level of job satisfaction. Thus, using the results of a behavioral assessment during the interview process is greatly increases the ability to predict job behavior. When this approach is combined with a systematic assessment of eligibility, the ability to predict job performance is increased even further.Summarizing the Value and Challenges of AssessmentEffectively assessing both job behavior and job eligibility is the essential foundation necessary to hire, retain and develop top talent. Assessment needs to quantify levels of eligibility as well as job success behaviors. To do so requires a job success formula. Interviewing does not effectively assess job behavior unless it is conducted using a job behavior assessment. Effective job behavior assessment requires the ability to measure more than 100 traits, a questionnaire that is work-focused, the ability to detect false answers and/or self-deception, a specific job success formula derived from performance research and clear reports that do not require interpretation. Harrison Assessments meets all of the standards mentioned above providing a powerful tool for assessment. It enables you to build a strong foundation for your talent selection, retention and development.HA is the only assessment method that:Uses a full spectrum of behavioral assessments, including personality, interests, work environment preferences and task preferences.Uses a high-tech questionnaire that provides the equivalent of a full day of testing in only 30 minutes.Uses a technological consistency detector that provides an extremely reliable validation of the authenticity of the answers.Can be effectively applied without professional interpretation.Uses the power of paradox to decipher subtleties and complexities of personality related to job performance.Offers complete customization to specific job requirements.Offers a complete research database of success traits for different position types.Delivers cost-effective high correlation with actual job performance.资料来源:By Dan Harrison, Ph.D. Best Practices in Talent Assessment. Harrison Assessments Int'l ,2008:P10-P11二、翻译文章译文:最佳人才评价措施By Dan Harrison, Ph.D不论任何组织,评估人才工作是最重要的任务。

外文文献及翻译

外文文献及翻译

((英文参考文献及译文)二〇一六年六月本科毕业论文 题 目:STATISTICAL SAMPLING METHOD, USED INTHE AUDIT学生姓名:王雪琴学 院:管理学院系 别:会计系专 业:财务管理班 级:财管12-2班 学校代码: 10128 学 号: 201210707016Statistics and AuditRomanian Statistical Review nr. 5 / 2010STATISTICAL SAMPLING METHOD, USED IN THE AUDIT - views, recommendations, fi ndingsPhD Candidate Gabriela-Felicia UNGUREANUAbstractThe rapid increase in the size of U.S. companies from the earlytwentieth century created the need for audit procedures based on the selectionof a part of the total population audited to obtain reliable audit evidence, tocharacterize the entire population consists of account balances or classes oftransactions. Sampling is not used only in audit – is used in sampling surveys,market analysis and medical research in which someone wants to reach aconclusion about a large number of data by examining only a part of thesedata. The difference is the “population” from which the sample is selected, iethat set of data which is intended to draw a conclusion. Audit sampling appliesonly to certain types of audit procedures.Key words: sampling, sample risk, population, sampling unit, tests ofcontrols, substantive procedures.Statistical samplingCommittee statistical sampling of American Institute of CertifiedPublic Accountants of (AICPA) issued in 1962 a special report, titled“Statistical sampling and independent auditors’ which allowed the use ofstatistical sampling method, in accordance with Generally Accepted AuditingStandards (GAAS). During 1962-1974, the AICPA published a series of paperson statistical sampling, “Auditor’s Approach to Statistical Sampling”, foruse in continuing professional education of accountants. During 1962-1974,the AICPA published a series of papers on statistical sampling, “Auditor’sApproach to Statistical Sampling”, for use in continuing professional educationof accountants. In 1981, AICPA issued the professional standard, “AuditSampling”, which provides general guidelines for both sampling methods,statistical and non-statistical.Earlier audits included checks of all transactions in the period coveredby the audited financial statements. At that time, the literature has not givenparticular attention to this subject. Only in 1971, an audit procedures programprinted in the “Federal Reserve Bulletin (Federal Bulletin Stocks)” includedseveral references to sampling such as selecting the “few items” of inventory.Statistics and Audit The program was developed by a special committee, which later became the AICPA, that of Certified Public Accountants American Institute.In the first decades of last century, the auditors often applied sampling, but sample size was not in related to the efficiency of internal control of the entity. In 1955, American Institute of Accountants has published a study case of extending the audit sampling, summarizing audit program developed by certified public accountants, to show why sampling is necessary to extend the audit. The study was important because is one of the leading journal on sampling which recognize a relationship of dependency between detail and reliability testing of internal control.In 1964, the AICPA’s Auditing Standards Board has issued a report entitled “The relationship between statistical sampling and Generally Accepted Auditing Standards (GAAS)” which illustrated the relationship between the accuracy and reliability in sampling and provisions of GAAS.In 1978, the AICPA published the work of Donald M. Roberts,“Statistical Auditing”which explains the underlying theory of statistical sampling in auditing.In 1981, AICPA issued the professional standard, named “Audit Sampling”, which provides guidelines for both sampling methods, statistical and non-statistical.An auditor does not rely solely on the results of a single procedure to reach a conclusion on an account balance, class of transactions or operational effectiveness of the controls. Rather, the audit findings are based on combined evidence from several sources, as a consequence of a number of different audit procedures. When an auditor selects a sample of a population, his objective is to obtain a representative sample, ie sample whose characteristics are identical with the population’s characteristics. This means that selected items are identical with those remaining outside the sample.In practice, auditors do not know for sure if a sample is representative, even after completion the test, but they “may increase the probability that a sample is representative by accuracy of activities made related to design, sample selection and evaluation” [1]. Lack of specificity of the sample results may be given by observation errors and sampling errors. Risks to produce these errors can be controlled.Observation error (risk of observation) appears when the audit test did not identify existing deviations in the sample or using an inadequate audit technique or by negligence of the auditor.Sampling error (sampling risk) is an inherent characteristic of the survey, which results from the fact that they tested only a fraction of the total population. Sampling error occurs due to the fact that it is possible for Revista Română de Statistică nr. 5 / 2010Statistics and Auditthe auditor to reach a conclusion, based on a sample that is different from the conclusion which would be reached if the entire population would have been subject to audit procedures identical. Sampling risk can be reduced by adjusting the sample size, depending on the size and population characteristics and using an appropriate method of selection. Increasing sample size will reduce the risk of sampling; a sample of the all population will present a null risk of sampling.Audit Sampling is a method of testing for gather sufficient and appropriate audit evidence, for the purposes of audit. The auditor may decide to apply audit sampling on an account balance or class of transactions. Sampling audit includes audit procedures to less than 100% of the items within an account balance or class of transactions, so all the sample able to be selected. Auditor is required to determine appropriate ways of selecting items for testing. Audit sampling can be used as a statistical approach and a non- statistical.Statistical sampling is a method by which the sample is made so that each unit consists of the total population has an equal probability of being included in the sample, method of sample selection is random, allowed to assess the results based on probability theory and risk quantification of sampling. Choosing the appropriate population make that auditor’ findings can be extended to the entire population.Non-statistical sampling is a method of sampling, when the auditor uses professional judgment to select elements of a sample. Since the purpose of sampling is to draw conclusions about the entire population, the auditor should select a representative sample by choosing sample units which have characteristics typical of that population. Results will not extrapolate the entire population as the sample selected is representative.Audit tests can be applied on the all elements of the population, where is a small population or on an unrepresentative sample, where the auditor knows the particularities of the population to be tested and is able to identify a small number of items of interest to audit. If the sample has not similar characteristics for the elements of the entire population, the errors found in the tested sample can not extrapolate.Decision of statistical or non-statistical approach depends on the auditor’s professional judgment which seeking sufficient appropriate audits evidence on which to completion its findings about the audit opinion.As a statistical sampling method refer to the random selection that any possible combination of elements of the community is equally likely to enter the sample. Simple random sampling is used when stratification was not to audit. Using random selection involves using random numbers generated byRomanian Statistical Review nr. 5 / 2010Statistics and Audit a computer. After selecting a random starting point, the auditor found the first random number that falls within the test document numbers. Only when the approach has the characteristics of statistical sampling, statistical assessments of risk are valid sampling.In another variant of the sampling probability, namely the systematic selection (also called random mechanical) elements naturally succeed in office space or time; the auditor has a preliminary listing of the population and made the decision on sample size. “The auditor calculated a counting step, and selects the sample element method based on step size. Step counting is determined by dividing the volume of the community to sample the number of units desired. Advantages of systematic screening are its usability. In most cases, a systematic sample can be extracted quickly and method automatically arranges numbers in successive series.”[2].Selection by probability proportional to size - is a method which emphasizes those population units’recorded higher values. The sample is constituted so that the probability of selecting any given element of the population is equal to the recorded value of the item;Stratifi ed selection - is a method of emphasis of units with higher values and is registered in the stratification of the population in subpopulations. Stratification provides a complete picture of the auditor, when population (data table to be analyzed) is not homogeneous. In this case, the auditor stratifies a population by dividing them into distinct subpopulations, which have common characteristics, pre-defined. “The objective of stratification is to reduce the variability of elements in each layer and therefore allow a reduction in sample size without a proportionate increase in the risk of sampling.” [3] If population stratification is done properly, the amount of sample size to come layers will be less than the sample size that would be obtained at the same level of risk given sample with a sample extracted from the entire population. Audit results applied to a layer can be designed only on items that are part of that layer.I appreciated as useful some views on non-statistical sampling methods, which implies that guided the selection of the sample selecting each element according to certain criteria determined by the auditor. The method is subjective; because the auditor selects intentionally items containing set features him.The selection of the series is done by selecting multiple elements series (successive). Using sampling the series is recommended only if a reasonable number of sets used. Using just a few series there is a risk that the sample is not representative. This type of sampling can be used in addition to other samples, where there is a high probability of occurrence of errors. At the arbitrary selection, no items are selected preferably from the auditor, Revista Română de Statistică nr. 5 / 2010Statistics and Auditthat regardless of size or source or characteristics. Is not the recommended method, because is not objective.That sampling is based on the auditor’s professional judgment, which may decide which items can be part or not sampled. Because is not a statistical method, it can not calculate the standard error. Although the sample structure can be constructed to reproduce the population, there is no guarantee that the sample is representative. If omitted a feature that would be relevant in a particular situation, the sample is not representative.Sampling applies when the auditor plans to make conclusions about population, based on a selection. The auditor considers the audit program and determines audit procedures which may apply random research. Sampling is used by auditors an internal control systems testing, and substantive testing of operations. The general objectives of tests of control system and operations substantive tests are to verify the application of pre-defined control procedures, and to determine whether operations contain material errors.Control tests are intended to provide evidence of operational efficiency and controls design or operation of a control system to prevent or detect material misstatements in financial statements. Control tests are necessary if the auditor plans to assess control risk for assertions of management.Controls are generally expected to be similarly applied to all transactions covered by the records, regardless of transaction value. Therefore, if the auditor uses sampling, it is not advisable to select only high value transactions. Samples must be chosen so as to be representative population sample.An auditor must be aware that an entity may change a special control during the course of the audit. If the control is replaced by another, which is designed to achieve the same specific objective, the auditor must decide whether to design a sample of all transactions made during or just a sample of transactions controlled again. Appropriate decision depends on the overall objective of the audit test.Verification of internal control system of an entity is intended to provide guidance on the identification of relevant controls and design evaluation tests of controls.Other tests:In testing internal control system and testing operations, audit sample is used to estimate the proportion of elements of a population containing a characteristic or attribute analysis. This proportion is called the frequency of occurrence or percentage of deviation and is equal to the ratio of elements containing attribute specific and total number of population elements. WeightRomanian Statistical Review nr. 5 / 2010Statistics and Audit deviations in a sample are determined to calculate an estimate of the proportion of the total population deviations.Risk associated with sampling - refers to a sample selection which can not be representative of the population tested. In other words, the sample itself may contain material errors or deviations from the line. However, issuing a conclusion based on a sample may be different from the conclusion which would be reached if the entire population would be subject to audit.Types of risk associated with sampling:Controls are more effective than they actually are or that there are not significant errors when they exist - which means an inappropriate audit opinion. Controls are less effective than they actually are that there are significant errors when in fact they are not - this calls for additional activities to establish that initial conclusions were incorrect.Attributes testing - the auditor should be defining the characteristics to test and conditions for misconduct. Attributes testing will make when required objective statistical projections on various characteristics of the population. The auditor may decide to select items from a population based on its knowledge about the entity and its environment control based on risk analysis and the specific characteristics of the population to be tested.Population is the mass of data on which the auditor wishes to generalize the findings obtained on a sample. Population will be defined compliance audit objectives and will be complete and consistent, because results of the sample can be designed only for the population from which the sample was selected.Sampling unit - a unit of sampling may be, for example, an invoice, an entry or a line item. Each sample unit is an element of the population. The auditor will define the sampling unit based on its compliance with the objectives of audit tests.Sample size - to determine the sample size should be considered whether sampling risk is reduced to an acceptable minimum level. Sample size is affected by the risk associated with sampling that the auditor is willing to accept it. The risk that the auditor is willing to accept lower, the sample will be higher.Error - for detailed testing, the auditor should project monetary errors found in the sample population and should take into account the projected error on the specific objective of the audit and other audit areas. The auditor projects the total error on the population to get a broad perspective on the size of the error and comparing it with tolerable error.For detailed testing, tolerable error is tolerable and misrepresentations Revista Română de Statistică nr. 5 / 2010Statistics and Auditwill be a value less than or equal to materiality used by the auditor for the individual classes of transactions or balances audited. If a class of transactions or account balances has been divided into layers error is designed separately for each layer. Design errors and inconsistent errors for each stratum are then combined when considering the possible effect on the total classes of transactions and account balances.Evaluation of sample results - the auditor should evaluate the sample results to determine whether assessing relevant characteristics of the population is confirmed or needs to be revised.When testing controls, an unexpectedly high rate of sample error may lead to an increase in the risk assessment of significant misrepresentation unless it obtained additional audit evidence to support the initial assessment. For control tests, an error is a deviation from the performance of control procedures prescribed. The auditor should obtain evidence about the nature and extent of any significant changes in internal control system, including the staff establishment.If significant changes occur, the auditor should review the understanding of internal control environment and consider testing the controls changed. Alternatively, the auditor may consider performing substantive analytical procedures or tests of details covering the audit period.In some cases, the auditor might not need to wait until the end audit to form a conclusion about the effectiveness of operational control, to support the control risk assessment. In this case, the auditor might decide to modify the planned substantive tests accordingly.If testing details, an unexpectedly large amount of error in a sample may cause the auditor to believe that a class of transactions or account balances is given significantly wrong in the absence of additional audit evidence to show that there are not material misrepresentations.When the best estimate of error is very close to the tolerable error, the auditor recognizes the risk that another sample have different best estimate that could exceed the tolerable error.ConclusionsFollowing analysis of sampling methods conclude that all methods have advantages and disadvantages. But the auditor is important in choosing the sampling method is based on professional judgment and take into account the cost / benefit ratio. Thus, if a sampling method proves to be costly auditor should seek the most efficient method in view of the main and specific objectives of the audit.Romanian Statistical Review nr. 5 / 2010Statistics and Audit The auditor should evaluate the sample results to determine whether the preliminary assessment of relevant characteristics of the population must be confirmed or revised. If the evaluation sample results indicate that the relevant characteristics of the population needs assessment review, the auditor may: require management to investigate identified errors and likelihood of future errors and make necessary adjustments to change the nature, timing and extent of further procedures to take into account the effect on the audit report.Selective bibliography:[1] Law no. 672/2002 updated, on public internal audit[2] Arens, A şi Loebbecke J - Controve …Audit– An integrate approach”, 8th edition, Arc Publishing House[3] ISA 530 - Financial Audit 2008 - International Standards on Auditing, IRECSON Publishing House, 2009- Dictionary of macroeconomics, Ed C.H. Beck, Bucharest, 2008Revista Română de Statistică nr. 5 / 2010Statistics and Audit摘要美国公司的规模迅速增加,从第二十世纪初创造了必要的审计程序,根据选定的部分总人口的审计,以获得可靠的审计证据,以描述整个人口组成的帐户余额或类别的交易。

员工流失英文参考文献大全

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]. 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人力资源管理中英文对照外文翻译文献

人力资源管理中英文对照外文翻译文献

中英文对照外文翻译文献(文档含英文原文和中文翻译)原文:The Mediating Effects of Psychological Contracts on the Relationship Between Human Resource Systems and Role Behaviors: A Multilevel AnalysisAbstractPurpose The purpose of this study was to examine the mediating effect of the psychological contracts on the relationship between human resource (HR) systems and role behavior.Design/Methodology/Approach Multilevel analyses were conducted on data gathered from 146 knowledge workers and 28 immediate managers in 25 Taiwanese high-tech firms.Findings Relational psychological contracts mediated the relationship between commitment-based HR systems and in-role behaviors, as well as organizational citizenship behaviors. Transactional psychological contracts did not significantly mediate these relationships. In addition, the results also indicated that commitment-based HR systems related positively to relational psychological contracts and negatively to transactional psychological contracts.Practical Implications Commitment-based HR systems could elicit a wide range of knowledge workers’ behaviors that are beneficial to the goals of the firms. Furthermore ,our findings also provide insight into, how HR systems potentially elicit employees’ role behaviors. Organizations could elicit e mployees’ in-role behaviors by providing financial and other non-financial, but tangible, inducements and facilitate employees’ extra-role behaviors by providing positive experiences, such as respect, commitment, and support.Originality/Value The study is one of the primary studies to empirically examine the mediating effect of psycho-logical contracts on HR systems and employee behaviors.IntroductionHuman Resource (HR) systems create and support employment relationships. Thus, psychological contracts can be treated as employees’ beliefs stemming from the HR system.Furthermore, psychological contracts represent employees’ beliefs about mutual employment obligations.Employees tend to perform what they believe, that is, according to their psychological contracts. Thus, psycho-logical contracts are positively related to employees’ role behaviors, turnover intentions, commitment, and trust. In other words, psychological contracts are not only formulated by HR systems but also influence employee behaviors. Consequently, psychological contracts can be viewed as the linking mechanism between HR systems and employee behaviors.In the past decade, most psychological contract research has focused on identifying the components of psychological contracts and the effects of the fulfillment or the violation of psychological contracts by employers. For example, Robinson et al. (1994) found that the components of psychological contracts included expectations of high pay,pay based on the current level of performance, training,long-term job security, and career development. Based on these findings, Robinson and Morrison (1995) further pro-posed that employees are less likely to engage in civic virtue behavior when these expectations were violated. In summary, researchers have confirmed that violated psychological contracts negatively influence employees’ role behaviors while fulfilled psychological contracts have positive influences. However, no studies have empirically examined psychological contracts as a linkingmechanism between HR systems and employee behaviors.Accordingly, the goal of this study is to empirically examine psychological contracts as a mediator of the relationship between HR systems and role behaviors. Our results will provide insights regarding the reason for HR sy stems having an effect on employees’ role behaviors. Based on these insights, HR practitioners will gain a better under-standing of how to facilitate employees’ role behaviors (e.g.,by offering them specific inducements). Subsequently, we provide a brief review of psychological contract research, discuss relationships between HR systems and psychological contracts, and propose psychological contracts as mediators of the HR system–employee behavior relationship. HR systems are considered as an organizational level variable, whereas psychological contracts and role behaviors are both considered as individual level variables. Thus, relationships between HR systems and these variables are considered cross-level relationships and will be tested accordingly.Psychological ContractsInitially, a psychological contract was defined as an implicit, unwritten agreement between parties to respect each other’s norms and mainly used as a framework that referred to the implicitness of the exchange relationship between an employee and his/her employer. It did not acquire construct status until the seminal work of Rousseau in the 1990s. According to Rousseau (1989, 1995), a psycho-logical contract is an individual’s belief regarding the terms and conditions of a reciprocal exchange agreement between employees and employers. Furthermore, psycho-logical contracts include different kinds of mental models or schemas, which employees hold concerning reciprocal obligations in the workplace.In accordance with MacNeil’s (1985) typology of promissory contracts, Rousseau (1990) also categorized psychological contracts into two types: transactional and relational. Based on Rousseau and McLean Parks’ (1993) framework, transactional and relational psychological contracts differ on the followi ng five characteristics: focus ,time frame, stability, scope, and tangibility. Specifically, transactional contracts focus on economic terms, have a specific duration, are static, narrow in scope, and are easily observable. Relational contracts simultaneously focus on both economic and socio-emotional terms, have an indefinite duration, are dynamic, pervasive in scope, and are subjectively understood.In summary, transactional psychological contracts refer to employment arrangements with short-term exchanges o f specified performance terms and relational psychological contracts refer to arrangements with long-term exchanges of non-specified performance terms. Empirical evidence supports not only the existence of these two different types of psychological contracts, but also the movement between them. For example, Robinson et al.(1994) found that as contracts become less relational, employees perceived their employment arrangements to be more transactional in nature.Hypothesis 1 Commitment-based HR systems will positively relate to relational psychological contracts.In contrast, when an organization applies a low commitment-based HR system, such as narrowly defined jobs,limited training efforts, relatively limited benefits, and lower wages, employees will perceive that the organization has committed to offer them little to no training or career development. These perceptions will shape employees’transactional psychological contracts, which primarily focus upon the economic aspects of their short-term reciprocal exchange agreement with the organization. Accordingly, we hypothesize that commitment-based HR systems will negatively relate to transactional psychological contracts.Hypothesis 2Commitment-based HR systems will negatively relate to transactional psychological contracts.The Mediating Effects of Psychological Contracts on the Relationship Between HR Systems and Role Behaviors.Organizations and their employees can be considered as the parties in the social exchange relationships. Based on the organization’s actions, such as HR systems, employees will generate their own perceptions, which in turn will determine their role behaviors in reciprocation to their organizations. In other words, employees’ perceptions regarding the exchange agreement between themselves and their organizations mediate the relationships between HR systems and employees’ role behaviors. Consequently, psychological contracts are expected to mediate the relationships between commitment-based HR systems and role behaviors.Role behavior refers to the recurring actions of an individual appropriately inter-correlated with the repetitive activities of others, to yield a predictable outcome. There are two types of role behaviors: in-role and extra-role behavior. In-role behaviors are those behaviors required or expected within the purview of performing the duties and responsibilities of an assigned work role (Van Dyne et al. 1995). Since they are required for the work role, employers adopt formal reward systems which provide financial and other non-financial, but tangible inducements in exchange for employees’ in-role behaviors.The exchange of financial and tangible inducements is a key feature of economic exchange (Blau 1964) and, thus, the exchange relationships between commitment-based HR systems and employees’ in-role behaviors could be treated as a kind of economic exchange. In other words, commitment-based HR systems elicit employees’ in-role behaviors by shaping perceptionsregarding the economic terms of the exchange agreement between themselves and their organizations. Since both relational and transactional psychological contracts focus on economic terms of exchange relationships (Rousseau and McLean Parks 1993), employees with transactional or relational psychological contracts will perform in-role behaviors in order to exchange those higher salaries and more extensive benefits in commitment-based HR systems. Accordingly, we hypothesize that both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.Hypothesis 3Both relational and transactional psychological contracts will mediate the relationships between commitment-based HR systems and in-role behaviors.In contrast, extra-role behaviors, such as organizational citizenship behaviors (OCB), are those behaviors that benefit the organization and go beyond existing role expectations (Van Dyne et al. 1995). OCBs are not required for the work role, and employers do not formally reward them. For this reason, employees perform OCBs to reciprocate only when they have had positive experiences, such as involvement, commitment, and support, with the organization (Organ 1990; Robinson and Morrison 1995).Since commitment-based HR systems are labeled ‘‘commitment maximizers’’ (Arthur 1992, 1994), they are likely to facilitate employees’ OCBs by offering those positive experiences.The reciprocation of these positive experiences is a kind of social exchange (Cropanzano and Mitchell 2005). In other words, to elicit employe es’ OCBs, socio-emotional terms need to be in the exchange agreement between employees and their organizations. Since transactional psychological contracts do not focus on socio-emotional terms of exchange relationship (Rousseau and McLean Parks 1993), they are not expected to mediate the HR system–OCBs relationship. Accordingly, we hypothesize that relational psychological contracts mediate the relationship between commitment-based HR systems and OCBs.MethodsSample and ProcedureThe solid strength of Taiwanese high-tech industries is a critical factor in the global economy (Einhorn 2005).Knowledge workers,such as R&D professionals and engineers, have been viewed as a core human resource for high-tech firms, and these firms would like to adopt commitment-based HR systems in managing their knowledge workers (Lepak and Snell 2002).Since personal contacts significantly facilitate company access in Chinese societies (Easterby-Smith and Malina 1999), we accessed high-tech companies through personalcontacts and a snowballing technique. All of these companies are publicly held companies or have employees numbering over one hundred. We distributed 75 survey packages to 60 high-tech firms. Each survey package contained an immediate manager questionnaire and five knowledge worker questionnaires. A cover letter for immediate managers attached to each survey package explained the objective of the survey, assured respondents of the confidentiality of their responses, and asked them to randomly select five subordinates to complete the knowledge worker questionnaires. Thirty-two survey packages were returned for a response rate of 42.67%. Specifically,we received questionnaires from 32 immediate managers and 146 knowledge workers from 25 high-tech firms. After deleting incomplete questionnaires and records with unmatched supervisor-worker dyads, we had data from 28 immediate managers and 127 knowledge workers from 25 high-tech firms,representing effective response rates of 47 and 42 percent.Eighty-seven percent of immediate managers were male. The average age was 40 years old, and respondents had on average 11 years (SD = 7.67) of experience in a high-tech field. Twenty-six percent of them had PhD degrees, 52% had master’s degrees, 9% had bachelor’s degrees, and 13% had vocational school diplomas. Compared to immediate managers, 68 percent of knowledge workers were male. The average age of the knowledge worker was 33 years old, with 80 months of work experience. Sixty-four percent of them were engineers, and 29% were R&D professionals. Ten percent had PhD degrees,42% had master’s degrees, 34% had bachelor’s degrees,and 14% had vocational school diplomas.MeasuresCommitment-based HR SystemLepak and Snell’s (2002) twenty-item scale was adopted to measure the extent to which an organiza tion’s HR system nurtured employee involvement and maximized the organization’s return on its HR investment. The original scale was in English. It was translated into Chinese and then back-translated into English (Brislin 1980) by two Chinese bilingual academics. We then gave the English and Chinese versions of the questionnaires to yet another Chinese academic (a professor of HRM) to check whether the Chinese version was accurate. The response scale ranged from 1 (strongly disagree) to 5 (strongly agree). These employees perform jobs that empower them to make decisions.DiscussionOur study contributes to both the human resource management and psychological contract literature in a number of ways. Research results indicated that commitment based HR systems would be significantly and positively associated with their in-role behaviors and OCBs, addingto our understanding of the relationship between HR systems and role behaviors. The results further indicated that relational psychological contracts mediate the relationship between commitment-based HR systems and role behaviors. In other words, when a firm adopts a commitment-based HR system concerning its knowledge workers, the knowledge workers might perceive that they have open-ended employment arrangements based upon mutual trust, thereby, are willing to perform higher level in-role behaviors and OCBs. This finding not only empirically supports Wright and Boswell’s (2002) contention that psychological contracts can be best viewed as the linking mechanism between HR systems and employee behaviors, but also provides a possible explanation as to how a commitment-based HR system influences knowledge workers’ role behaviors.译文:心理契约关于人力资源与行为角色的中介作用:多层次的分析摘要目的:这个研究的目的是剖析心理契约关于人力资源与行为角色的中介作用。

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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。

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