提高員工忠誠度的策略畢業(yè)論文外文翻譯

1、外文翻譯1.外文原文On a strategy to enhance employee loyaltyPapers Category:Management Papers - Human Resource Management Papers Post Time:2011-9-2 11:01:00 Abstract: This article focuses on the cultivation of employee loyalty and enhance, from recruitment, to create a working environment, pay and benefits,

2、employee training and career planning, incentives, loyalty management in 10 areas, made the appropriate management strategy. Keywords: social organization loyalty incentive pay system Factors affecting employee loyalty can be divided into employees personal factors, environmental factors, business f

3、actors and three social classes, characteristics related to their own employees, employees of enterprises and environmental awareness, salary distribution and performance assessment, corporate culture, work environment, leadership, to staff development opportunities and space, the psychological cont

4、ract between employees and enterprises are the same, the business situation and development prospects, corporate layoffs, the temptation to external companies, social values, market-oriented employment mechanism, legal restraint system, social integrity of the state and so on. In light of this, comp

5、anies according to their actual situation, the following aspects to nurture and enhance staff loyalty. A recruitment period as the loyalty-oriented personnel selection The traditional method of recruitment, the recruitment and selection process, emphasis is often placed on the ability to work study

6、job, the expense of job seekers understand the character and personality fact as long as the applicant's application materials carefully review and analyze, but also to obtain other useful information, for example, companies in which the candidates have worked, the average length of working hour

7、s, reasons for departure, etc. These information can be a greater tendency to preclude those who quit the job. The level of employee loyalty to their level of acceptance of corporate values ?are closely related, so businesses in the recruitment process not only look at the applicant's work relat

8、ed skills, but also understand the applicant's personal qualities, values, and the extent of differences in corporate values and the transformation of difficulty, etc., and as an important consideration in hiring or not. cultural identity and values ?is the basis for cooperation and business pro

9、fessionals, employees and corporate culture, if contrary to the standards or values ?differ, then they would lose the mutual cooperation premise, the end result is not a business out of talent, talent that is out of business. In addition, companies in the recruitment process to the principle of good

10、 faith, to communicate honestly with applicants in the recruitment and selection process, some enterprises, especially SMEs, need talent, in order to recruit qualified personnel as soon as possible, often with the job who exaggerate the communication performance of the business and prospects, and hi

11、gh commitment to the job seekers (such as salary, housing, training and development opportunities, etc.) When job seekers to business enterprises in the job only to find the time commitment is not fulfilled, then the business is likely to lose the trust of employees, resulting in reduced employee lo

12、yalty. Second, good organizational socialization of new employees Social organization refers to the individual into the organization from the outside before the members of staff to be organizational functions of the learning process, this process so that new employees into the organization's int

13、ernal staff, into the tissues, and become a part of it. Every year companies recruit, select a group of new employees into the organization, regardless of new employees in the first formal job, or just change the work unit or department, just go to a new organization is bound to face a new environme

14、nt and re-adapt. to adapt successfully, the new employee's job performance, job satisfaction and organizational commitment to improve, increase the retention probability, the failure to adapt to the new employee's role ambiguity, job involvement, reduced, reduced job satisfaction, intention

15、to leave strong. which shows the organization of society to improve the retention of a decisive role, ignoring the earlier practice of individual and social organizations are unhelpful. enterprises should be the corporate culture (value orientation), industry characteristics, business model, managem

16、ent features, etc. fully introduced to new employees, to encourage their employees to the mode of thinking, mental models and behavior to adapt to the enterprise. Third, vigorously promote the development of enterprises Employee loyalty from the business sense of belonging, and sense of belonging fr

17、om the company to provide a satisfactory end. Enterprises to provide employees with a satisfactory end, we should take development as the most important task. Enterprises Xing, the loyalty Each employee of the company's future development has its own judgments and expectations, the staff that th

18、e company can achieve efficient development and long-term presence of naturally have a strong sense of belonging and loyalty, which requires us to give priority to the development of enterprises, businesses rely on the development of excellence to stimulate employee pride and enhance employee satisf

19、action, but also requires that we strive to build a shared vision, a clear practical and encouraging the development of strategic and development goals and targets Specifically, it will refine the vision of goals and goal posts for the stage, in order to inspire a better future for enterprise employ

20、ees a sense of mission, responsibility and job enthusiasm, won the trust and loyalty of employees. Fourth, improve the performance appraisal system and salary system First, enterprise performance evaluation system architecture, and must reflect the concept of loyalty to respected scientific design o

21、f performance management performance goals, assessment methods, feedback mechanisms, dialogue, give full play to the concept of staff performance appraisal system and behavior-oriented role, followed by , focusing on conduct performance counseling, low-performance employees with effective communicat

22、ion, encourage their employees to a correct view of performance evaluation results, and problems for the proposed rectification, prompting staff to continue to optimize execution performance in the third, focusing on the effective application of assessment results, adhere to the results of the asses

23、sment and payment of salaries, job hiring, job promotion linked to strict cash rewards and punishments, to guide change and improvement. Is a measure of employee pay level is based on a staff capacity and reflects the contribution of the ruler in the pay system established, not only to focus on its

24、external competitiveness, but also to focus on its internal integrity. "Not scarcity, suffering injustice "is a universal human psychology, only a fair and reasonable remuneration system in order to ensure employee loyalty. Therefore, for different positions and different people with diffe

25、rent design of the wage distribution model, designed to ensure internal pay equity, better play the role of incentive pay as much as possible to implement non-wage compensation "self" and strive to meet the individual needs of different employees. In addition, should pay attention to colle

26、ctive performance and collective incentives, emphasis on team spirit. Fifth, create a people-oriented work environment and corporate culture A person in an intimate and harmonious organization work, study and life, they will feel happy, a sense of belonging, with this emotional experience, he would

27、in such a selfless organization to work more diligently. Conversely, a person in a discordant and even infighting in the organization of work, you will feel anxiety and fear, become cautious, and even managed to leave the organization to create a safe, comfortable, smooth communication, interpersona

28、l and harmonious working environment , enabling employees to form companies for the home, take the initiative to fight for the business sense of belonging to maintain and enhance employee loyalty. to establish a people-oriented corporate culture, will largely enhance the solidarity and cohesion of s

29、taff to help to improve employee loyalty. Sixth, strengthen the staff's training and career development planning Receive remuneration for labor is a modern enterprise is no longer the sole purpose of staff work, most employees have a higher pursuit, they want their future prospects are uncertain

30、, in order to eliminate restless, and enhance their confidence in the work do a good job Thus, while enterprises should plan for their employees out of personal scientific career path, so that employees understand that, "If I try, and tomorrow I will happen." individual employees fully und

31、erstand the needs and aspirations of professional development based on the combined their own development process of the actual human resource needs, develop a systematic, scientific, and dynamic career planning, to effectively provide their employees with their own requirements for the development

32、of multiple channels, so that they truly feel that they have in the enterprise achieve their career aspirations and ideals of hope on the other hand, companies must establish a "success for employees is the company's success" of new ideas, professional development training for staff, c

33、ounseling staff to professional practice, to help employees of their careers planning to check and correct assessment by the excellent staff development to achieve business goals. Effective training has become to attract, develop, motivate and retain qualified personnel and effective way, to a certa

34、in extent, than the increase in staff salaries more attractive and tempting. 2.外文中文翻譯提高員工忠誠度的策略文件類別:管理論文人力資源管理論文 發(fā)布時間:2011-9-2文摘:本文主要關(guān)注員工忠誠度的培養(yǎng)和提高,從招聘、創(chuàng)建一個工作環(huán)境,薪酬和福利,員工培訓(xùn)和職業(yè)規(guī)劃,激勵,忠誠管理10個地區(qū),適當(dāng)?shù)墓芾聿呗浴ｊP(guān)鍵詞:社會組織的忠誠激勵薪酬體系影響員工忠誠度的因素可以分為員工個人因素、環(huán)境因素、企業(yè)因素和三個社會階層,特征與自己的員工,企業(yè)和環(huán)保意識的員工,工資分配和性能評估,企業(yè)文化,工作環(huán)境,領(lǐng)導(dǎo),員工的發(fā)展

35、機會和空間,員工和企業(yè)之間的心理契約是相同的,業(yè)務(wù)現(xiàn)狀及發(fā)展前景,企業(yè)裁員,公司外部的誘惑,社會價值觀,以市場為導(dǎo)向的就業(yè)機制,法律約束系統(tǒng),社會誠信的國家等等。根據(jù)這一點,企業(yè)根據(jù)自己的實際情況,以下幾個方面培養(yǎng)和提高員工忠誠度。招聘時間loyalty-oriented人員選擇傳統(tǒng)的招聘方法,招聘與選拔過程,重點通常放在研究工作,工作能力為代價的求職者了解性格和人格的事實,只要申請人的申請材料仔細審查和分析,還能獲得其他有用的信息,例如,公司的候選人工作,平均工作時間的長度,離職原因等等。這些信息可以更傾向于排除那些辭職了。員工忠誠度水平的接受公司價值觀? ?是密切相關(guān)的,因此,企業(yè)在招聘過

36、程中不僅看申請人的工作相關(guān)的技能,但也了解申請人的個人品質(zhì),價值,和企業(yè)價值觀的差異程度的轉(zhuǎn)型困難,等等,在招聘和作為一個重要的因素。文化身份和價值觀?是合作的基礎(chǔ)和業(yè)務(wù)專業(yè)人員,員工和企業(yè)文化,如果與標準或值? ?不同,那么他們將失去相互合作的前提,最終的結(jié)果不是一個業(yè)務(wù)的人才,人才的業(yè)務(wù)。此外,公司在招聘過程中誠實信用原則,誠實地溝通與申請人在招聘與選拔過程中,一些企業(yè),尤其是中小企業(yè),需要人才,為了盡快招募人才,往往夸大的通信性能的工作業(yè)務(wù)和前景,求職者和高承諾(如工資、住房、培訓(xùn)和發(fā)展機會,等等)。當(dāng)求職者的企業(yè)工作才發(fā)現(xiàn)時間的承諾不兌現(xiàn),然后業(yè)務(wù)可能會失去員工的信任,從而降低員工的忠

37、誠。第二,良好的新員工組織社會化社會組織是指個人在組織中從外面之前的員工學(xué)習(xí)過程的組織功能,這個過程,這樣新員工進入組織的內(nèi)部人員,組織,成為它的一部分。每年公司招募,選擇一組新員工進入組織,無論新員工的第一份正式的工作,或者只是改變工作單位或部門,去一個新的組織一定會面臨一個新的環(huán)境熟。成功適應(yīng),新員工的工作績效,提高工作滿意度和組織承諾,提高保留概率,未能適應(yīng)新員工的角色模糊,工作投入,減少,降低工作滿意度,打算離開強勁。顯示了社會組織提高保留了決定性的作用,忽略了個人和社會組織的早期實踐是無益的。企業(yè)應(yīng)該是企業(yè)文化(價值取向),行業(yè)特點,商業(yè)模式,管理功能,等完全介紹給新員工,鼓勵員工的思維模式,思維模式和行為適應(yīng)企業(yè)。第三,大力促進企業(yè)的發(fā)展員工的忠誠從業(yè)務(wù)歸屬感,歸屬感的公司提供一個令人滿意的結(jié)束。企業(yè)為員工提供一個滿意的結(jié)束,我們應(yīng)該發(fā)展作為最重要的任務(wù)。企業(yè)興,忠誠公司每個員工的未來發(fā)