关于外派员工外文翻译第一次

1、毕业设计(论文译文及原稿译文题目一 在中国的外派人员:改变包装原稿题目一 Expatriates in China: Changing the Package 原稿出处一 Hayet Sellami. Expatriates in China: Changing译文题目二 Cultural intelligence: individual interactions原稿题目二 文化智力:文化中的个人交互作用原 稿 出 处 二在中国的外派人员:改变包装外派人员需求跨国公司总是依靠外派的高管来带领他们的部门来组织商务扩张。外国企业从他 们的公司总部来选择外派员工是因为他们代表着公司总部和当地市场的一

2、座桥梁。 “ 我 被选中成为外派员工是因为我有在海外扩展业务的经验,而且我能快速地适应多样 性, ”雪拉莱斯特史密斯,亚洲地区摩托罗拉正式的副总裁。翰威特分析了 2004年 的外派员工年薪指出工资很高,包装很吸引人。一个国家层面的管理主管每年会有二 十五万美元到三十万美元的工资, 然而高层管理会有五十万美元工资甚至更多。 “工资 也包括了奖金和补偿,例如免费住房和安排孩子上学和工作, ”斯特拉侯说。据翰威特说,中国的外派员工数量在增长而且也包括了西方的外国人在增加和亚 洲的邻国。 “ 现在已经难以定义到底什么是外派人员, 因为在中国外派人员有各种类型。 我们没有一种能概括所有的类型, ” 侯说

3、。 亚太区域的外派人员人口代表了百分之五十 五点六中国的招聘渠道。 “中国亚太区总部一直在持续的转移。 中国跨国公司数量在增 长而且公司把他们的员工送到国外去确认他们的企业发展情况, ”侯补充说。中国人派回从海外学习过的外派人员来填补缺少资历深的人的现象。在中国工作 或学习能比在西方国家获得更多的职业提升的机会,返回者也被中国快速的商业增长 和生活水平的提高所吸引。在 2004年,外国人(从跨国公司的母公司被他们的公司 送到中国的数量下降到百分之四十一点七 (从 2003年的百分之五十二点九 。 相反地, 亚太区域(香港,台湾和新加坡的工人和中国返回者的数量在持续增长。 “亚太区域 的劳动力对

4、中国文化更加敏感,他们能说中国话和英语而且被大多数员工看作是准 国际化的 , ”王拉瑞说。 “相比他们在母国他们的包装是舒服的,最重要的是他们能 发展或者保持自己的职位在他们的本土。 ”招聘,保留和安置人力资源问题被中国的公司高度重视。招聘,保留和安置员工是他们最重要的问 题。乔治戴思旺,中国麦肯锡主管说最关键的是很多公司的高层人员没有关键能力, 他们能找到高质量的落脚点,但特别的是组织中有经验的的中层和底层和职员有工作技能,他们有长期存在的系统性过程是十分重要的。强大的跨国公司需要雇佣外派员 工来工作来操作全球化绩效水平,而且慢慢地建立一个有技术的落脚点结构。但是大多数的公司意识到他们不能如

5、愿地很快地安置他们外派员工到当地的员工 中。他们因此定制化他们的外派员工包装和创造混合型的包装来吸引有技术的员工回 到他们的公司。 “ 大部分的跨国公司留住他们的外派员工而且管理他们的进程根据更好 的选择,准备,和当地继任者的知道, ”翰威特说。代理指出有在中国有百分之三十六 点九的公司目前有正式的定位计划,有百分之六十一点三的计划或者正在过度在一到 三年之内。因为有很多的公司投资了来训练员工的领导力,管理能力和人才发展,当 地的技术基础增长的很快,有超过百分之六十九点七的公司在中国有发展计划为外派 员工建立当地的继任者。Expatriates in China:Changing the Pa

6、ckageExpatriate DemandMultinationals have always relied heavily on expatriate executives to head their departments and organize business expansion. Foreign firms choose expatriates from their company headquarters because they represent a bridge from corporate office to the local market. “I was chose

7、n because I already have the experience i n expanding businesses overseas and can quickly adapt to diversity,” says Sheila Lester -Smith, former vice-president of Motorola for the Asian Region. Analysis by Hewitt on expatriate annual salaries for 2004 indicates that salaries are high and packages at

8、tractive. A country-level managing director receives US$ 250,000 to US$ 300,000 per year, while top executives can expect US$ 500,000 or more. The salary is completed with bonus and compensation such as free housing and schooling for the children and company,” says Stella Hou.According to Hewitt, th

9、e number of expatriates in China is rising and includes both Western foreigners and, increasingly, Asians from neighboring countries. “It is getting difficult to define what expatriate actually means, since there are so many different kinds in China. We do not have a one-size-fits-all type,” says Ho

10、u. The Asia -Pacific region expatriate population represents fully 55.6 percent of Chinas external recruitment channel. “There is a continuous transfer of Asia-Pacific head-quarters to China. China is a growth in the multinational radar screen and companies are sending their employees there to ensur

11、e the development of their firms,” adds Hou.Chinese returning form study overseas are filling up some of the shortages at the most senior levels. Confident in getting more rapid career advancement in China than in the western countries where they studies or worked, returnees are also attracted by Ch

12、inas fast business growth and improvement of quality of life. In 2004, the number of foreigners (from multinationals home countries sent by their companies to China fell to 41.7 percent (from 52.9 percent in 2003. Conversely, the number of Asia-Pacific workers (Hong Kong, Taiwan and Singapore and Ch

13、inese returnees continues to increase. “The Asia-Pacific workforce is more sensitive to Chinese culture, can often speak Chinese and English and is seen as quasi -international by most employers,” says Larry Wang. “Their package is comfortable compared to the one they can have in their home countrie

14、s and most importantly they candevelop or sustain their career in the mainland.”Recruiting, retaining and localizingHuman resource issues have become high priority concerns for companies in China. Recruitment, retention and localization of staff represent their top priorities. Georges Desvaux, direc

15、tor of China for McKinsey, says the key point is that the critical skills that are missing in many firms are not so much top management, where one can find highly qualified locals, but more often highly specialized functional skills at middle and supervisory levels where experience in organization t

16、hat have long-standing systematic processes is critical. Strong multinationals that want to operate at global performance levels hire expatriates for these jobs, and slowly build a cadre of skilled locals.But most firms realize that they cannot replace their expatriate staff for local employees as q

17、uickly as they have planned. They are therefore customizing their expatriate packages and creating hybrid packages to attract skilled employees into their companies. “Most multinationals keep their expatriates and manage the process based on better selection, preparation, and mentoring of local succ

18、essors,” says Hewitt. The agency indicates that 36.9 percent of companies in China have current formal localization plans and 61.3 percent plan to or are making a transition over one to three years. Since many firms are investing in training staff in leadership, management and talent development, th

19、e local skill base is rising quickly. More than 69.7 percent of companies in China have development programs to build local successors for expatriates.文化智力:文化中的个人交互作用在外派人员基础研究中, 东(1981a 确认了四个成功的外派人员调整的需要具备 的素质综合领域,包括了技术工作素质,个性品质或者人际关系能力,环境适应能力 和家庭情况。进一步说,她确认了十八个具体的标准来选择一个外派人员在四个大体 的工作分类(比如说执行总裁,专责主管

20、人员 。其中的一些标准,比如说成熟和情感 稳定的或者有技术技巧是很特殊的工作分类比如交流能力(对于执行总裁室重要的但 是技术顾问就不一定了 。东的研究有一个有趣的结果,那就是尽管人际关系能力被一致地评为对外派人员 工作成功的一个重要的因素,其他因素比如家庭环境 (配偶意愿 和语言技巧(口语和 非口语也是十分重要的。各种技巧中,一个人的动机状态和配偶的动机状态是外派 人员成功的关键。对于外派人员在完成任务失败一个最普遍的原因可以归咎为配偶的 调节 (或者更确切地说缺少调整 。 这种调整失败主要是动机问题, 反映了配偶的调整 能力。相似地,外派人员的在调整中出现的个人困难主要是和个人的动机和对调整

21、的 渴望有关。罗恩把外派人员的动机状态分成了 5个部分,包括在任务中的互相信任, 职业生涯的一致性,对海外经验感兴趣,对特殊的东道国文化感兴趣,而且愿意接受 行为和态度的新模式(道林,威尔士和司曲乐讨论 1999 。这 5个子部分在概念层面 是互相关联的如果用动机的观点来解释他们。在任务中互相信任和某人的职业生涯一 致性和远端的期望是有联系的,然而对海外经验和东道国感兴趣是和一般的开放性经 验是有关的(阿克曼和合格斯坦德 1997;科斯塔和朱异 1992 。相似地,愿意接受行 为和态度的新模式和个人的动机和效力是有很大的联系。关于这个主题曼登郝, 奥杜和他们的同事比较新的工作 (曼登郝 199

22、9; 曼登郝和 奥杜 1985提出成功的调整有 4个重要的因素,包括一个自我导向,他人的导向,感 知的和文化韧性方面。第一个方面,自我导向指的是加强外派人员自尊心和自信心的 活动。这方面由三个子部分组成,包括强化替代品(用从主文化新来的来代替国内高 兴的事情 , 减少压力 (允许外派人员参加暂时撤离的活动来逐渐地适应新文化的需求 比如追求个人的爱好或者兴趣 ,和技术能力(有技术来成功地完成任务 。第二个方面,其他人导向的指的是能帮助一个外派人员成功地和主文化国家交互 的活动和属性。这个方面存在 2个次级因素 , 包括关系管理和交流的意愿。关系发展指的是一个人喝当地人发展长期关系的能力,然而交流

23、的意愿反映了一个外派人员的信 心和用主文化的语言的意愿。在本章稍后的讨论中信心的本质会扮演着一个显著的角 色关于动机的自我效能观点(班都拉 1997 。正如曼登郝和他的同事记录的,交流的 意愿不是和能流利地说当地的语言有关,二是和一个人愿意尝试用他们自己的语言来 和主文化成员就行交互。 一个语言不流利的外派人员可能会学会一些选择性的短语 (比 如术语,流行的事件和赚取当地人一大堆的信誉。这些虚心的尝试经常被主文化成 员高度赞赏。进一步说明,一个外派人员这样的行为会刺激更好的移情作用和通过像 当地人一样“思考”来了解当地文化。第三个方面指的是感知的调整,它可以被描述为外派人员的一种归属因素而不是

24、 感知自身。鉴于这个方面意味着一个外派人员改变当地人的观点的能力以便理解为什 么事情不能如他们的愿。这个特征和我们早前的创造力的认知理论是有关的,因为在 归因的情况下它和认知过程的处理问题和思想归纳方面是有关联的。曼登郝和他的同 事建议成功的外派人员是在解释东道国员工的行为趋向于无偏见的和非评判的一些 人,引起了外派人员和东道国员工之间更清晰的信息交换和更好的人际关系。尽管我 们同意早先的判断充满了自身的文化价值观是不可取的,我们提出人的价值观在归因 过程中有影响是不可避免的。然而,一个清楚的自我理解可以为避免过多的对当地事 件错误归因提供方法。Cultural intelligence: i

25、ndividual interactions across culturesIn a foundational study of expatriate selection, Tung (1981a indentified four general areas of competencies needed for successful expatriate adjustment, including technical job competence, personality traits or relational abilities, environmental variables, and

26、family situation. Further, she identified eighteen specific criteria for selecting an expatriate into four general job categories (for example, CEO, functional head. Some of the criteria, such as maturity and emotional stability or technical skills, were unique to particular classes of jobs such as

27、ability to communicate (important for a CEO but less so for a technical specialist.One of the most interesting outcome of Tungs study is that although relational ability is consistently rated as very critical for expatriate work success, other factors such as family situation (spouse willingness and

28、 language skills (verbal and nonverbal are important as important as well. Of there various skills, a persons motivational state and the motivational state of the spouse are critical keys for expatriate success. On of the most common reasons for expatriates to fail in completing their work assignmen

29、t is attributable to spouse adjustment (or, more appropriately, lack of adjustment. This failure to adjust is largely a motivational issue reflecting a spouses capacity for adjustment. Similarly, the expatriates personal difficulties in adjusting are largely tied to personal motivation and desire to

30、 adjust. Ronen broke down the motivational state of an expatriate into five subcomponents, including belief in the mission, congruence with career path, interest in overseas experience, interest in the specific host-country culture, and a willingness to acquire new patterns of behavior and attitudes

31、 (as discussed in Dowling, Welsh, and Schuler 1999. These five subcomponents are interrelated at a conceptual level if one uses a motivational view to interpret them. Belief in mission and congruence with ones career path are related to distal expectancies, while interest in overseas experience and

32、host-country are related to a general openness to experience (Ackerman and Heggestad 1997; Costa and McCrae 1992. Similarly, a willingness to acquire new patterns of behavior and attitudes is clearly tied to personal motivation and efficacy.More recent work on this topic by Mendenhall, Oddou, and th

33、eir colleagues(Mendenhall 1999; Mendenhall and Oddou 1985 suggests that there are four critical factors for successful adjustment, including a self-oriented, others-oriented, perceptual, and cultural toughness dimensions. The first dimension, self-orientation, refers to activities that strengthen th

34、e expatriates self-esteem and self-confidence. This dimension is composed of three subfactors, including reinforcement substitutes (replacing pleasurable events from home with new ones from the host culture, stress reduction (engaging in temporary withdrawal activities that allow the expatriate to g

35、radually adjust to the demands of the new culture such as pursuing a personal hobby or interest, and technical competence (having the skills needed to successfully complete an assignment.The second dimension, other-oriented, refers to activities and attributes that help an expatriate interact succes

36、sfully with host-culture nationals. Two subfactors exist for this dimension, including relationship development and willingness to communicate. The relationship development refers to pers ons capability to develop long -term relationships with locals, whereas the willingness to communicate reflects

37、an expatriates confidence and willingness to use the host-cultures language. The nature of this confidence will play a prominent role in our discussion later in this chapter concerning motivation from a self-efficacy perspective (Bandura 1997. As Mendenhall and colleagues note, this willingness to c

38、ommunicate hinges not on target language fluency, but on a persons willingness to attempt to interact with the host-culture members using their own language. An expatriate who is not fluent may well pick up a few choice phrases (for example, jargon, popular events and earn a great deal of credit wit

39、h locals. These modest attempts are often viewed by host-culture members with great appreciation. Further, such actions on the part of an expatriate stimulate a better empathy and understanding of the local culture by helping “think” like a local.The third dimension refers to perceptual of adjustmen

40、t, and it is better described as an attributional feature of the expatriate rather than perception itself. By this dimension it is meant an expatriates capability of taking the perspective of locals so as to understand why things unfold as they do. This feature is more directly related to our earlie

41、r discussion of the cognitive basis for CQ, since it has to do with the problem-solving and idea-generalization aspects of cognitive processing in the case of attribution. Mendenhall and colleagues suggest that the most successful expatriates are those who tend to be nonjudgmental and nonevaluative

42、in interpreting the behavior of host-country nationals, which leads to clearer information exchange and better interpersonal relationships between expatriates andhost-coun try nationals. Although we agree that premature judgments laden with ones own cultural values may be undesirable, we suggest tha

43、t it is inevitable that ones values play a role in the attribution process. However, a clear sense of self-understanding may provide a way for people to avoid excessive misattribution of local events.The significant positive relationship found between conscientiousness and job performance is as expe

44、cted.Specifically, conscientiousness personality positively related to task and assignment-specific performance in this study. This implies that the greater the conscientiousness personality, greater the task and assignment-specific performance will be. The results of this study appear to be consist

45、ent with the findings of Ones and Viswesvaran (1999 who identified conscientiousness as the strongest of the Big Five Personality traits in its perceived influence on expatriates job performance. Qualities associated with conscientiousness personality especially conforming to rules and standards and

46、 traits like responsibility, organization, hard work, impulse control and prudence (Barrick & Mount, 1991; Hogan & Ones, 1997 seem to be relevant in accomplishing task-oriented requirements of task and assignment-specific performance. As expected, openness to experience positively related to

47、 expatriate job performance. In this study, openness to experience significantly related to task, contextual and assignment-specific performance. This indicates that the greater the openness to experience, greater the task, contextual and assignment-specific performance will be.Traits such as origin

48、al in thought, innovative, willing to take risks and flexible among individuals high on openness to experience (Costa & McCrae, 1992; Ones & Viswesvaran, 1997 allow them to form accurate expectations about their new tasks in the international assignments. This in turn will facilitate individ

49、uals to meet the performance standard and expectation in both the technical (i.e., task performance and non-technical (i.e., contextual and assignment-specific aspects of job performance.The lack of support for the affects of agreeableness and extraversion personality on expatriate job performance i

50、n this study is quite disappointing. This is because the qualities associated with agreeableness and extraversion personality generally facilitate expatriates to have effective communication and relationship with host country nationals and other expatriates (Mendenhall & Oddou, 1985; Shaffer et

51、al., 2006 hence it is expected to be associated at least with non-technical aspects of job performance such as contextual and assignment-specific performance. The tendency to spend more time on getting along with others (i.e., agreeable and being active in building a social network (i.e., extravert

52、with host country nationals and other expatriates in the host浙江大学城市学院毕业论文 外文翻译 country may inhibit individuals from focusing on meeting their core expectations of their job, hence job performance suffers. Given these results, there are few implications for organizations and individuals considering i

53、nternational assignments. The significant positive relationship between personality and job performance suggest that personality is important stable intercultural competency in enhancing expatriate job performance (Leiba-OSullivan, 1999. Expatriating firms can consider the use of selection methods t

54、hat include testing for personality especially the conscientiousness and openness to experience personality trait in finding prospective expatriates for international assignments. However, it is necessary to consider personality traits in relation to host country culture. The findings of this study has provided initial evidence that individuals high on openness to experience and conscientiousness will perform in their job when assigned to host culture predominantly collective in nature such as Malaysia (Hofstede, 1991. In that regard, the finding