提高员工忠诚度的策略毕业论文外文翻译.docx
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提高员工忠诚度的策略毕业论文外文翻译.docx
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外文翻译
1.外文原文
Onastrategytoenhanceemployeeloyalty
PapersCategory:
ManagementPapers-HumanResourceManagementPapersPostTime:
2011-9-211:
01:
00
Abstract:
Thisarticlefocusesonthecultivationofemployeeloyaltyandenhance,fromrecruitment,tocreateaworkingenvironment,payandbenefits,employeetrainingandcareerplanning,incentives,loyaltymanagementin10areas,madetheappropriatemanagementstrategy.
Keywords:
socialorganizationloyaltyincentivepaysystem
Factorsaffectingemployeeloyaltycanbedividedintoemployeespersonalfactors,environmentalfactors,businessfactorsandthreesocialclasses,characteristicsrelatedtotheirownemployees,employeesofenterprisesandenvironmentalawareness,salarydistributionandperformanceassessment,corporateculture,workenvironment,leadership,tostaffdevelopmentopportunitiesandspace,thepsychologicalcontractbetweenemployeesandenterprisesarethesame,thebusinesssituationanddevelopmentprospects,corporatelayoffs,thetemptationtoexternalcompanies,socialvalues,market-orientedemploymentmechanism,legalrestraintsystem,socialintegrityofthestateandsoon.Inlightofthis,companiesaccordingtotheiractualsituation,thefollowingaspectstonurtureandenhancestaffloyalty.
Arecruitmentperiodastheloyalty-orientedpersonnelselection
Thetraditionalmethodofrecruitment,therecruitmentandselectionprocess,emphasisisoftenplacedontheabilitytoworkstudyjob,theexpenseofjobseekersunderstandthecharacterandpersonalityfactaslongastheapplicantsapplicationmaterialscarefullyreviewandanalyze,butalsotoobtainotherusefulinformation,forexample,companiesinwhichthecandidateshaveworked,theaveragelengthofworkinghours,reasonsfordeparture,etc.Theseinformationcanbeagreatertendencytoprecludethosewhoquitthejob.
Thelevelofemployeeloyaltytotheirlevelofacceptanceofcorporatevalues?
?
arecloselyrelated,sobusinessesintherecruitmentprocessnotonlylookattheapplicant'sworkrelatedskills,butalsounderstandtheapplicant'spersonalqualities,values,andtheextentofdifferencesincorporatevaluesandthetransformationofdifficulty,etc.,andasanimportantconsiderationinhiringornot.culturalidentityandvalues?
?
isthebasisforcooperationandbusinessprofessionals,employeesandcorporateculture,ifcontrarytothestandardsorvalues?
?
differ,thentheywouldlosethemutualcooperationpremise,theendresultisnotabusinessoutoftalent,talentthatisoutofbusiness.
Inaddition,companiesintherecruitmentprocesstotheprincipleofgoodfaith,tocommunicatehonestlywithapplicantsintherecruitmentandselectionprocess,someenterprises,especiallySMEs,needtalent,inordertorecruitqualifiedpersonnelassoonaspossible,oftenwiththejobwhoexaggeratethecommunicationperformanceofthebusinessandprospects,andhighcommitmenttothejobseekers(suchassalary,housing,traininganddevelopmentopportunities,etc.)Whenjobseekerstobusinessenterprisesinthejobonlytofindthetimecommitmentisnotfulfilled,thenthebusinessislikelytolosethetrustofemployees,resultinginreducedemployeeloyalty.
Second,goodorganizationalsocializationofnewemployees
Socialorganizationreferstotheindividualintotheorganizationfromtheoutsidebeforethemembersofstafftobeorganizationalfunctionsofthelearningprocess,thisprocesssothatnewemployeesintotheorganization'sinternalstaff,intothetissues,andbecomeapartofit.
Everyyearcompaniesrecruit,selectagroupofnewemployeesintotheorganization,regardlessofnewemployeesinthefirstformaljob,orjustchangetheworkunitordepartment,justgotoaneworganizationisboundtofaceanewenvironmentandre-adapt.toadaptsuccessfully,thenewemployee'sjobperformance,jobsatisfactionandorganizationalcommitmenttoimprove,increasetheretentionprobability,thefailuretoadapttothenewemployee'sroleambiguity,jobinvolvement,reduced,reducedjobsatisfaction,intentiontoleavestrong,whichshowstheorganizationofsocietytoimprovetheretentionofadecisiverole,ignoringtheearlierpracticeofindividualandsocialorganizationsareunhelpful,enterprisesshouldbethecorporateculture(valueorientation),industrycharacteristics,businessmodel,managementfeatures,etc.fullyintroducedtonewemployees,toencouragetheiremployeestothemodeofthinking,mentalmodelsandbehaviortoadapttotheenterprise.
Third,vigorouslypromotethedevelopmentofenterprises
Employeeloyaltyfromthebusinesssenseofbelonging,andsenseofbelongingfromthecompanytoprovideasatisfactoryend.Enterprisestoprovideemployeeswithasatisfactoryend,weshouldtakedevelopmentasthemostimportanttask.EnterprisesXing,theloyaltyEachemployeeofthecompany'sfuturedevelopmenthasitsownjudgmentsandexpectations,thestaffthatthecompanycanachieveefficientdevelopmentandlong-termpresenceofnaturallyhaveastrongsenseofbelongingandloyalty,whichrequiresustogiveprioritytothedevelopmentofenterprises,businessesrelyonthedevelopmentofexcellencetostimulateemployeeprideandenhanceemployeesatisfaction,butalsorequiresthatwestrivetobuildasharedvision,aclearpracticalandencouragingthedevelopmentofstrategicanddevelopmentgoalsandtargetsSpecifically,itwillrefinethevisionofgoalsandgoalpostsforthestage,inordertoinspireabetterfutureforenterpriseemployeesasenseofmission,responsibilityandjobenthusiasm,wonthetrustandloyaltyofemployees.
Fourth,improvetheperformanceappraisalsystemandsalarysystem
First,enterpriseperformanceevaluationsystemarchitecture,andmustreflecttheconceptofloyaltytorespectedscientificdesignofperformancemanagementperformancegoals,assessmentmethods,feedbackmechanisms,dialogue,givefullplaytotheconceptofstaffperformanceappraisalsystemandbehavior-orientedrole,followedby,focusingonconductperformancecounseling,low-performanceemployeeswitheffectivecommunication,encouragetheiremployeestoacorrectviewofperformanceevaluationresults,andproblemsfortheproposedrectification,promptingstafftocontinuetooptimizeexecutionperformanceinthethird,focusingontheeffectiveapplicationofassessmentresults,adheretotheresultsoftheassessmentandpaymentofsalaries,jobhiring,jobpromotionlinkedtostrictcashrewardsandpunishments,toguidechangeandimprovement.
Isameasureofemployeepaylevelisbasedonastaffcapacityandreflectsthecontributionoftherulerinthepaysystemestablished,notonlytofocusonitsexternalcompetitiveness,butalsotofocusonitsinternalintegrity."Notscarcity,sufferinginjustice"isauniversalhumanpsychology,onlyafairandreasonableremunerationsysteminordertoensureemployeeloyalty.Therefore,fordifferentpositionsanddifferentpeoplewithdifferentdesignofthewagedistributionmodel,designedtoensureinternalpayequity,betterplaytheroleofincentivepayasmuchaspossibletoimplementnon-wagecompensation"self"andstrivetomeettheindividualneedsofdifferentemployees.Inaddition,shouldpayattentiontocollectiveperformanceandcollectiveincentives,emphasisonteamspirit.
Fifth,createapeople-orientedworkenvironmentandcorporateculture
Apersoninanintimateandharmoniousorganizationwork,studyandlife,theywillfeelhappy,asenseofbelonging,withthisemotionalexperience,hewouldinsuchaselflessorganizationtoworkmorediligently.Conversely,apersoninadiscordantandeveninfightingintheorganizationofwork,youwillfeelanxietyandfear,becomecautious,andevenmanagedtoleavetheorganizationtocreateasafe,comfortable,smoothcommunication,interpersonalandharmoniousworkingenvironment,enablingemployeestoformcompaniesforthehome,taketheinitiativetofightforthebusinesssenseofbelongingtomaintainandenhanceemployeeloyalty.toestablishapeople-orientedcorporateculture,willlargelyenhancethesolidarityandcohesionofstafftohelptoimproveemployeeloyalty.
Sixth,strengthenthestaffstrainingandcareerdevelopmentplanning
Receiveremunerationforlaborisamodementerpriseisnolongerthesolepurposeofstaffwork,mostemployeeshaveahigherpursuit,theywanttheirfutureprospectsareuncertain,inordertoeliminaterestless,andenhancetheirconfidenceintheworkdoagoodjobThus,whileenterprisesshouldplanfortheiremployeesoutofpersonalscientificcareerpath,sothatemployeesunderstandthat,"IfItry,andtomorrowIwillhappen."individualemployeesfullyunderstandtheneedsandaspirationsofprofessionaldevelopmentbasedonthecombinedtheirowndevelopmentprocessoftheactualhumanresourceneeds,developasystematic,scientific,anddynamiccareerplanning,toeffectivelyprovidetheiremployeeswiththeirownrequirementsforthedevelopmentofmultiplechannels,sothattheytrulyfeelthattheyhaveintheenterpriseachievetheircareeraspirationsandidealsofhopeontheotherhand,companiesmustestablisha"successforemployeesisthecompany'ssuccess"ofnewideas,professionaldevelopmenttrainingforstaff,counselingstafftoprofessionalpractice,tohelpemployeesoftheircareersplanningtocheckandcorrectassessmentbytheexcellentstaffdevelopmenttoachievebusinessgoals.
Effectivetraininghasbecometoattract,develop,motivateandretainqualifiedpersonnelandeffectiveway,toacertainextent,thantheincreaseinstaffsalariesmoreattractiveandtempting.
2.外文中文翻译
提高员工忠诚度的策略
文件类别:
管理论文——人力资源管理论文
发布时间:
2011-9-2
文摘:
本文主要关注员工忠诚
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