上海市星級(jí)酒店員工流失現(xiàn)狀及對(duì)策研究外文翻譯2

1、華中農(nóng)業(yè)大學(xué)楚天學(xué)院本科畢業(yè)論文外文翻譯 本科畢業(yè)論文（設(shè)計(jì)） 外文翻譯中國(guó)武漢二零一六 年 三 月酒店員工流失現(xiàn)狀原文來源：price jl.the study of turnover. . 1977。cnki series database editing and publishing and all rights reserved: chinese academic journal (cd)英文引文作者： price jl 英文引文篇名： the study of turnover 關(guān)鍵詞：?jiǎn)T工流失，原因，對(duì)策1 引言酒店業(yè)的核心產(chǎn)品就是服務(wù)，它是通過酒店的員工與顧客之間的直接接觸而實(shí)現(xiàn)

2、的。作為勞動(dòng)密集型行業(yè)，優(yōu)秀員工始終是酒店業(yè)的靈魂。與此同時(shí)，一方面，由于勞動(dòng)力市場(chǎng)的日益發(fā)達(dá)，部分酒店管理者認(rèn)為在現(xiàn)在的勞動(dòng)力市場(chǎng)上很容易找到新的員工，所以忽視員工主動(dòng)流失率后面隱藏的隱患;另一方面，隨著市場(chǎng)競(jìng)爭(zhēng)的日益激烈化，部分有遠(yuǎn)見的酒店管理者開始認(rèn)識(shí)到，技術(shù)、產(chǎn)品創(chuàng)新、資本以及原材料這些傳統(tǒng)競(jìng)爭(zhēng)優(yōu)勢(shì)的有效性正在慢慢削弱，優(yōu)秀員工日益成為酒店生存和發(fā)展的關(guān)鍵，但是卻苦于沒有有效的控制酒店員工流失的辦法。2 理論綜述和研究現(xiàn)狀2. 1企業(yè)員工流失概述國(guó)外對(duì)于員工流失的研究己經(jīng)經(jīng)歷了半個(gè)多世紀(jì)了，隨著知識(shí)經(jīng)濟(jì)的到來，人才對(duì)于企業(yè)的重要性越來越得到關(guān)注，并引起許多專家的深入研究，本節(jié)主要對(duì)員工

3、流失的定義、分類及成本等進(jìn)行回顧。2.1.1員工流失的內(nèi)涵及分類（l）員工流失的內(nèi)涵首先，我們先要明確員工流動(dòng)和員工流失的概念。企業(yè)的健康發(fā)展需要維持合理的人員流動(dòng)，否則企業(yè)就可能成為死水。針對(duì)某個(gè)企業(yè)而言，員工流動(dòng)既有流入也有流出，而員工流失則特指員工從企業(yè)流出。員工流動(dòng)何時(shí)轉(zhuǎn)變?yōu)榉瞧髽I(yè)意愿流動(dòng)，即員工流失，關(guān)鍵要看兩點(diǎn):一是看流動(dòng)主體對(duì)于企業(yè)的價(jià)值和貢獻(xiàn)如何。如果流走的大都是工作績(jī)效直接影響到企業(yè)經(jīng)營(yíng)業(yè)績(jī)的市場(chǎng)稀缺的核心員工，企業(yè)的聲譽(yù)、發(fā)展及其現(xiàn)實(shí)的工作因?yàn)闆]有合適對(duì)應(yīng)的人才及時(shí)補(bǔ)給而受到負(fù)面的影響或沖擊，而留下的卻是對(duì)企業(yè)業(yè)績(jī)貢獻(xiàn)影響不大的人員，即所謂該留的走了，不該留的卻留下來了，那

4、么此時(shí)的員工流動(dòng)質(zhì)量較差，就變成了員工流失。二是看員工的流動(dòng)是否在企業(yè)的控制和預(yù)料之中。合理的員工流動(dòng)應(yīng)該是在一定的范圍內(nèi)，在一定客觀因素控制下的一種受控流動(dòng)，保持一個(gè)合理的員工流動(dòng)率也是企業(yè)人力資源計(jì)劃的一部分。但如果流走的人員并非企業(yè)情愿，超出了企業(yè)控制和預(yù)料的范圍，那么這種流動(dòng)就變成了一種流失。本文中對(duì)員工流失的定義是:一個(gè)從企業(yè)領(lǐng)取貨幣性報(bào)酬的人中斷作為企業(yè)正式成員的關(guān)系的過程。對(duì)這一定義需說明兩點(diǎn):一是在企業(yè)內(nèi)部的各種流動(dòng)和崗位轉(zhuǎn)換不在此列;二是這里指的是員工與企業(yè)的雇傭關(guān)系的中斷，而不涉及企業(yè)中的非雇員。員工主動(dòng)流失即一個(gè)從企業(yè)領(lǐng)取貨幣性報(bào)酬的人主動(dòng)中斷作為企業(yè)正式成員的關(guān)系的過程

5、。由于自然流失純屬自然或意外因素所致，其影響因素具有偶然性，不在本文研究范圍之列。員工被動(dòng)流失通常是由企業(yè)決策所致，本文假定企業(yè)做出的決策是合理的，所以假如再分析此類員工的流失原因，提出對(duì)策，就失去了研究的意義，也不在本文的研究之列。因此，按照員工流失的意愿來分，本文的研究對(duì)象是主動(dòng)流失的員工。(2)員工流失的分類按照員工流出企業(yè)的意愿可分為主動(dòng)流失、被動(dòng)流失和自然流失。其中主動(dòng)流失包括辭職、自動(dòng)離職等，被動(dòng)流失包括解雇、開除和結(jié)構(gòu)性裁員等，自然流失包括退休、傷殘、死亡等。主動(dòng)流失的員工，還可以按照員工與企業(yè)之間隸屬關(guān)系來劃分:顯性流失是指員工與企業(yè)徹底脫離勞資關(guān)系或者說是員工與企業(yè)脫離任何法

6、律承認(rèn)的契約關(guān)系;隱性流失是指雇員雖然未與企業(yè)解除契約關(guān)系，但客觀上已經(jīng)構(gòu)成了離開企業(yè)的事實(shí)的行為過程。本文將關(guān)注的重點(diǎn)放在顯性流失的員工身上。2.1.2員工流失的成本估算及員工流失率的計(jì)算方法(1)員工流失的成本估算關(guān)于員工流失成本，國(guó)外很早就有研究，早期的研究中，只計(jì)算了有形成本。smith and watkins(1978)把員工流失成本的構(gòu)成分為三類直接成本:分離成本(separation costs)、替換成本(replacement costs)、培v)i成本(training costs)o wayne cascio 01991)提出在上述成本的基礎(chǔ)上，再加上一類成本，是由于新舊

7、員工之間的績(jī)效差異引起的，即學(xué)習(xí)曲線損失(learning curve loss)。后來的研究學(xué)者在cascio的基礎(chǔ)上，又增添一類成本，即崗位空缺成本(vacancy costs)。把員工流失成本的構(gòu)成分為五個(gè)類目:分離成本、空缺成本、替換成本、學(xué)習(xí)曲線損失、培訓(xùn)成本(bliss&fitz-enz, 1997; pinkovitz,moskal&green, 1997; fitz-enz, 1998; brown, 2000)。我們認(rèn)為除了有形的成本之外，員工流失成本還應(yīng)該包括無形的成本，無形成本對(duì)企業(yè)構(gòu)成潛在的危險(xiǎn)，非常值得企業(yè)的重視。所以員工流失成本包括兩個(gè)部分，第一部分是有形的成本包括

8、分離成本、空缺成本、替換成本和培訓(xùn)成本，第二部分是無形成本包括知識(shí)技能的流失、生產(chǎn)率的下降、組織效率的下降、客戶的流失、競(jìng)爭(zhēng)對(duì)手增加、品牌信譽(yù)的下降、產(chǎn)品質(zhì)量的下降、商業(yè)機(jī)會(huì)流失等成本。(2)員工流失率的計(jì)算方法員工流失率是指某一特殊時(shí)期的員工流失百分比，是用函數(shù)關(guān)系來界定員工流失的現(xiàn)象。流失率的種類很多，每一種流失率往往代表不同的流失類型。采用適當(dāng)?shù)膯T工流失率進(jìn)行縱向跟蹤研究或橫向比較研究，對(duì)員工流失的預(yù)測(cè)和決策都是至關(guān)重要的。員工流失率分為總流失率、自愿流失率、解雇率、辭職率和員工損失率?？偭魇蕋tr，表示一定時(shí)期員工流失占總員工人數(shù)的百分比。公式如下:ttr=s/n x 100% 公式

9、(2-1)ttr:表示總流失率s:表示某一時(shí)期內(nèi)(如一年或一個(gè)月)員工流失總數(shù);n:表示企業(yè)內(nèi)某一時(shí)期在冊(cè)員工平均數(shù)。這可以按一日或一周內(nèi)工資冊(cè)上員工的平均數(shù)計(jì)算;也可以按某一時(shí)期開始工資冊(cè)上員工的總數(shù)與這一時(shí)期末工資冊(cè)上員總數(shù)之和，再除以2來計(jì)算。這一計(jì)算公式的主要缺點(diǎn)在于不能反映出員工流失的具體原因。因此按員工流失的原因?qū)T工流失分為不同的類型是有實(shí)際意義的。如將員工流失分為自愿流失，非自愿流失(由于某些原因而解聘、辭退、死亡、退休等等)。計(jì)算員工流失率可將分母保持不變，分子則根據(jù)流失原因的不同有所改變。按照流失原因及類型計(jì)算的流失率通常有如下幾種:vqr, dr, lr。下面逐個(gè)進(jìn)行討論

10、。vqr (voluntary quit rate)表示主動(dòng)辭職率，其計(jì)算公式如下:vqr=q/n x 100%公式(2-2)其中:vqr為主動(dòng)辭職率;q為某一時(shí)期內(nèi)主動(dòng)辭職者的數(shù)量;n為在所研究的某一時(shí)期內(nèi)工資冊(cè)上的員工平均數(shù)。dr (discharge for cause rate)表示由于某種原因(如員工玩忽職守等)導(dǎo)致的解聘率，其計(jì)算公式如下:dr=d/n x 100% 公式（2-3)其中:dr為由于某種原因?qū)е碌慕馄嘎?d為被解聘者的數(shù)量;n為在所研究的某一時(shí)期內(nèi)工資冊(cè)上的員工平均數(shù)。lr (lay off rate)表示辭退率，其計(jì)算公式如下:lr=l/r x 100% 公式(2-

11、4)其中:lr為辭退率;l為永久辭退者數(shù)量;n為在所研究的某一時(shí)期內(nèi)工資冊(cè)上的員工平均數(shù)。除此之外，還可用員工留存率及損失率對(duì)各類流失作跟蹤研究，作為流失率的補(bǔ)充。具體計(jì)算方法如下:cwr (cohort wastage rate)表示同批員工損失率，其計(jì)算公式如下:cwr=li/n x 100公式(2-5)其中:cwr為同批員工損失率;li為在一定的服務(wù)期如工年內(nèi)，某酒店流失的員工數(shù)量;n為酒店初始時(shí)的員工數(shù)。sr (survival rate)表示員工留存率，其計(jì)算公式如下:sr= si/n x 100公式(2-6)其中:sr為同批員工留存率;si為在一定的服務(wù)期內(nèi)如工年內(nèi)，某酒店留下的員

12、工數(shù)量;n為酒店初始時(shí)的員工數(shù)。員工留存率=1-累計(jì)員工損失率2. 2國(guó)內(nèi)外研究狀況評(píng)介2. 2. 1國(guó)外的相關(guān)研究綜述國(guó)外學(xué)者大都是通過分析模型、員工工作滿意度、組織承諾及員工流失影響因素四個(gè)方面研究企業(yè)雇員流失問題，己經(jīng)取得了一定的成績(jī)，對(duì)于指導(dǎo)國(guó)內(nèi)的有關(guān)員工流失的研究具有很大的借鑒和參考價(jià)值。(1)企業(yè)雇員流失分析的一般模型許多學(xué)者將研究重點(diǎn)放在離職模型的構(gòu)建上，主要從個(gè)體層面來研究雇員離職的決定因素，進(jìn)而試圖揭示雇員做出離職決策的過程。馬奇和西蒙模型。比較早而且影響也比較大的關(guān)于雇員流失的總體模型出現(xiàn)在馬奇和西蒙合著的企業(yè)論中。馬奇和西蒙的模型可以被稱為“參與者決定”模型。馬奇(mar

13、ch)和西蒙(simon)模型是在20世紀(jì)50年代提出的，是第一個(gè)將勞動(dòng)力市場(chǎng)和個(gè)體行為變量引入雇員流失過程的研究中的。為后來關(guān)于雇員流失的研究奠定了堅(jiān)實(shí)的理論基礎(chǔ)。該模型由兩部分構(gòu)成。一個(gè)模型分析的是雇員感覺到從企業(yè)中流出的合理性，另一個(gè)模型分析的是雇員感覺到從企業(yè)中流出的容易性。普萊斯模型普萊斯(price)模型(20世紀(jì)70年代)是由美國(guó)對(duì)企業(yè)員工流失問題研究卓有成就的專家普萊斯設(shè)計(jì)的，模型中包括的主要因素有:工資水平、融合性、基礎(chǔ)交流、正規(guī)交流以及企業(yè)的集權(quán)化。其模型指出:工作滿意度和交換工作的機(jī)會(huì)使員工流失與其它決定因素之間的中介變量。工作滿意度可以用來反映企業(yè)員工對(duì)企業(yè)的好感程度，

14、等到工作的機(jī)會(huì)顯示出員工在外部環(huán)境中角色轉(zhuǎn)換的可能性，模型的前提條件是工作滿意度和工作機(jī)會(huì)的多少的相互影響和作用的。從個(gè)體心理學(xué)角度看，其一大缺陷就是假設(shè)個(gè)體擁有選擇新工作的知識(shí)和能力，而且，在尋找和從事新工作時(shí)不受任何限制。這些假設(shè)忽略了個(gè)體價(jià)值觀、知覺和衡量過程的差異性。普萊斯建立了有關(guān)雇員流失的決定因素和干擾變量的模型。該理念模型的前提條件是:只有當(dāng)雇員調(diào)換工作的機(jī)會(huì)相當(dāng)高時(shí)，雇員對(duì)工作的不滿意才會(huì)導(dǎo)致流失。也就是說，工作滿足度與工作機(jī)會(huì)的多少是相互影響和作用的。普萊斯模型的積極貢獻(xiàn)在于它嘗試將企業(yè)變量和個(gè)人變量結(jié)合起來探討雇員流出問題。從個(gè)體心理學(xué)角度講，這一模型有一大缺陷，就是它不能

15、明確回答個(gè)人是怎樣認(rèn)知和估計(jì)流出影響因素和改變工作機(jī)會(huì)的。這一模型是建立在假設(shè)雇員能夠相應(yīng)地衡量各種決定因素的后果的基礎(chǔ)上的。盡管如此，普萊斯明確給出了大量的個(gè)體人口學(xué)變量(如年齡、工齡等)，這些變量通常與其他決定因素及干擾變量是相互作用的。the status quo of the loss of hotel staffenglish citation： price jl english of citation： the study of turnover key words: staff turnover, reason, countermeasure1 introductionthe c

16、ore product of the hotel industry is the service, which is realized through the direct contact between the hotel staff and customers. as a labor-intensive industry, excellent staff is always the soul of the hotel industry. at the same time, on the one hand, due to the labor market increasingly devel

17、oped, part of the hotel managers think it easy to find the new staff in the labor market, so ignore the hidden danger of employee voluntary turnover rate behind; on the other hand, with the market competition increasingly fierce of that part of the vision of the management of the hotel began to real

18、ize, technology, product innovation, capital and raw materials the traditional advantages of effectiveness is gradually weakened, excellent staff has increasingly become key to the survival and development of the hotel, but suffer from no effective control for the loss of the hotel staff.2 theoretic

19、al review and research status2.1 overview of enterprise staff turnoverabroad for study on employee turnover has experienced more than half a century the, with the advent of knowledge economy, talent importance to enterprises is becoming more and more and more attention, and caused many experts resea

20、rch, this section focuses on the employee turnover of definition, classification and cost were reviewed.2.1.1the connotation and classification of staff turnover(1) the connotation of staff turnoverfirst of all, we must first clear the concept of employee turnover and employee turnover. the healthy

21、development of enterprises to maintain a reasonable flow of personnel, otherwise the enterprise will become stagnant. for an enterprise, the employee flows both the inflow and outflow, and staff turnover is specified by the employee outflow from the enterprise. when the employee flow into an enterpr

22、ise will flow, namely, staff turnover, the key depends on two points: one is the main flow for the enterprise value and contribution to. if the flow is mostly working performance directly affects the business performance of the market scarcity of core staff, corporate reputation, development and its

23、 practical work because no appropriate personnel timely supply by the negative impact, and leaving is contributed to the enterprise performance has little effect, the so-called the stay away, shouldnt leave but left, then at this time of the employee turnover of poor quality, it becomes a staff turn

24、over. the two is to look at whether employees flow control in the enterprise and expected. rational flow of personnel should be in a certain range, a controlled flow at a certain objective factors under control, keep a part of the human resources plan a reasonable employee turnover rate is the busin

25、ess. but if the staff is not willing to go beyond the scope of the enterprise, the enterprise control and expected, so this flow becomes a loss.in this paper, the definition of employee turnover is: a process from the enterprise to receive monetary compensation for the enterprise as a formal member

26、of the relationship between the process. the definition of this definition requires two points: first, in the enterprises internal flow and job conversion is not in this column; two is here refers to the employee and the enterprises employment relationship is interrupted, and does not involve the en

27、terprise of non employees. the employees initiative is a process of taking the initiative to break the relationship between the enterprise and the formal member of the enterprise. because natural loss is caused by natural or accidental factors, the influencing factors are incidental and not included

28、 in the scope of this study. employee passively loss is usually caused by the enterprise decision-making, this paper assumes that the enterprises to make the decision is reasonable, so if we analysis the reason of brain drain of such employees, and puts forward the countermeasures, lost the signific

29、ance of the study, nor in the research. therefore, in accordance with the wishes of the loss of staff to be divided, the research object of this paper is the active loss of staff.(2) the classification of employee turnoveraccording to the staff outflow the willingness of enterprises can be divided i

30、nto active and passive loss and loss of natural loss. the active loss includes resignation, resignation, dismissal, dismissal and loss including passive structural redundancy, including natural loss of retirement, disability and death.active loss of employees, but also can according to the enterpris

31、e staff and subordinate relation between the divided: (1) the dominant loss refers to employees and completely out of labor relations or any legal recognition of the contractual relationship between employees and enterprises detachment; ii recessive loss is refers to the employees although not with

32、the enterprise release of contractual relationship, but objectively has constituted the leave the fact that corporate behavior process. this article will focus on the focus on the loss of staff.2.1.2cost estimation of staff turnover and calculation method of employee turnover rate(1) the cost of sta

33、ff turnoverabout the loss of staff costs, abroad has long been studied, early research, only to calculate the physical cost. smith and watkins (1978) the employee turnover cost structure is divided into three categories of direct costs: separation costs (separation costs, replacement costs, replacem

34、ent costs), pei v) cost ofi training costs) o wayne cascio) 1991 put forward on the basis of the costs, plus a cost, is due to cause the performance differences between the new and old employees, i.e., the learning curve learning curve (loss) loss. later research scholars on the basis of cascio, and

35、 add a kind of cost, namely vacancy cost (vacancy costs). the employee turnover cost structure is divided into five categories: separation costs, vacancy costs, replacement cost, learning curve loss, training costs (bliss&fitz-enz, 1997; pinkovitz, moskal&green, 1997; fitz-enz, 1998; brown, 2000). w

36、e believe that in addition to the tangible costs, the cost of staff turnover should also include the cost of the invisible, intangible costs pose a potential danger to the enterprise, is worth the attention of the enterprise. so the staff turnover cost consists of two parts. the first part is the ta

37、ngible costs include separation costs, vacancy costs, replacement cost and training cost, the second part is intangible costs include decline decline in the loss of knowledge and skills, productivity and efficiency of the organization, customer flow loss, increased competition, brand reputation decl

38、ine, the decline in the quality of the products, loss of business opportunity etc. cost.(2) the calculation method of staff turnover rateemployee turnover rate is the percentage of staff turnover in a special period, which is defined by the function relation. there are many kinds of loss rate, and e

39、ach kind of loss rate usually represents different types of loss. it is very important for the prediction and decision of employee turnover to use the appropriate staff turnover rate for longitudinal study or horizontal comparison research. the turnover rate of staff is divided into the total loss r

40、ate, the loss rate, the rate of dismissal, the resignation rate and the staff loss rate.total loss rate of ttr, said a certain period of staff turnover accounted for the percentage of the total number of employees.the formula is as follows: x ttr=s/n 100% formula (2-1)ttr: represents the total loss

41、rates: represents the total number of employees lost during a certain period (e.g. a year or a month);n: said the enterprise a certain period of time the average number of employees. this can be calculated by the average number of employees on the payroll within one day or one week; the sum of the t

42、otal number of employees on the payroll at a certain period of time and the sum of the total number of employees on the payroll at the end of this period shall be divided by 2.the main drawback of this formula is that it can not reflect the specific reasons for the loss of staff. therefore, accordin

43、g to the reasons for the loss of staff will be divided into different types of employees are of practical significance. if the employee turnover is divided into voluntary turnover, involuntary loss (due to some reasons of death, dismissal, dismissal, retirement and so on). calculate the employee tur

44、nover rate can be maintained according to the molecular denominator, causes different change. according to the reason of the loss and the calculation of the loss rate of the type usually have the following: dr, vqr, lr. below one by one to discuss.vqr (quit rate voluntary), said the initiative to re

45、sign rate, the formula is as follows:x vqr=q/n 100% formula (2-2)among them: vqr for the initiative to resign rate; q for a period of time the number of active resignation; n for the study of the average number of employees in a period of wage.dr (discharge for cause rate) that for some reason (such

46、 as staff dereliction of duty, etc.) led to the layoff rate. the formula is as follows:x dr=d/n 100% formula (2-3)the dr is due to some reason lead to the firing rate; d is the number of dismissal; n is in a period of the payroll staff average.lr (off rate lay), said the firing rate, the formula is

47、as follows:x lr=l/r 100% formula (2-4)among them: lr is the dismissal rate; l is the number of permanent staff; n is the average number of employees on the payroll in the period of the study.in addition, the retention rate and loss rate can be used as a supplement to the loss rate. specific calculat

48、ion methods are as follows:cwr (wastage rate cohort) said the same batch of staff loss rate, the formula is as follows:x cwr=li/n 100 formula (2-5)where: cwr for the same batch of staff loss rate; li for a certain period of service, such as the number of employees in a hotel lost during the year; n

49、for the initial number of employees at the hotel.sr (rate survival), said employee retention rate, the formula is as follows:si/n x sr= 100 formula (2-6)where: sr for the same batch of employee retention rate; si for a certain period of service, such as the number of employees left in a hotel during

50、 the year, n for the initial number of employees at the hotel.employee retention rate =1- cumulative employee loss rate2.2 review of research status at home and abroad 2.1.1 foreign related research summaryforeign scholars mostly through analysis model, job satisfaction, organizational commitment an

51、d employee turnover impact factors four aspects of employee turnover has achieved certain results, for the guidance of employee turnover study has great reference value.(1) the general model of enterprise employee turnover analysismany scholars focus their research on the construction of turnover mo

52、del, mainly from the individual level to study the determinants of employee turnover, and then try to reveal the process of decision making.the mackey and simon model. early and impact is relatively large on the general model of employee turnover in march and simon, co-author of the theory of enterp

53、rises. the model of madge and simon can be called the participant decision model.madge (march) and simon (simon) model was proposed in 1950s, is the first to the labor market and individual behavior variables into the study of the process of employee turnover. lay a solid theoretical foundation for

54、the research on the employee turnover. the model consists of two parts. an analysis of the model is that employees feel the rationality of the outflow from the enterprise, the other model is an analysis of the employees feel the ease of outflow from the enterprise.the preiss modelprice (price) model (20 century 70s) is by the united states for the employees of the enterprise loss of renowned for their achievements of the experts price design, model consists of the main factors: wages, fusion, communications inf