改善薪酬,提高绩效外文翻译

改善薪酬,提高绩效外文翻译外文文献翻译译文一、外文原文原文:ToImprovePerformance,ReviseYourPayCloutier,GeorgeCompensationisthatthestaffturntowardstheorganizationstoprovidelabororservicesandaccesstovariousformsofrewardorreturn,isorganizationpaidtotheiremployeesofalllaborremunerationCompensationmanagementistheprocessofenterprisemanagersreferstotheremunerationpaidstandardsofstaff,theleveloftheelementstodeterminethestructure,distributionandadjustment.Therespectoftraditionalcompensationmanagementismaterialreward,withlittleconsiderationonthebehavioralcharacteristicsofmanager;Moreovermoderncompensationmanagementshiftedthefocustothedevelopmentofhumanresourcesanduse,ittakestheprocessofmaterialrewardofmanagementandencouragingstaffclosely?falltogether,turnintoaunifiedorganicwholeModerncompensationmanagementresearchersfoundthattheimpactofthecompensationmanagementhavealotoffactors,whichcanbeprimarilysummedupinthefourfol.lowingfactors.1.ExternalenvironmentfactorsImpactingcompensationmanagementtotheexternalenvironmentfactorsincluding:Economicenvironment.MacroeconomicsituationanddevelopmenttrendwillaffectthehumanresourcespolicyformulationandadjustmentSocialenvironment.Thechangeofsocialvalueswillleadtotheorganization'sstaffmentalitychanged:Withthestaff'slevelofeducationandskillsenhancement,thecompensationsystemofenterprisesmustmakeouttheappropriateadjustmentsforemployeesofthesesocialchanges.Politicalenvironment.Humanresourcesmanagementisalwaysacertainsocialandpoliticalconditionsfortheenvironment,mustreflectthespiritofcountryenterprisesaccordingtolaw.Technologicalenvironment.Technologyenvironmentincludingthewholeprocessfromrawmaterialsandproductstothemarket.Intheprocessfromrawmaterialstotheproducts,anytechnologicalbreakthroughsandimprovements,andthestaffofenterpriseswillallhaveatremendousimpact,therefore,enterprisesmustcontinuouslyreformthecompensationsystem,tomobilizetheenthusiasmofkeypersonnel,theintroductionoftechnologyandretainthekeypersonnel,encouragetechnologicalinnovation,inordertogainthecompetitiveadvantagesoftechnology,talentandinnovationforenterprises2.OrganizationinternalfactorsInfluencetheorganizationsofcompensationmanagementspecificinternalfactorsinclude:thecompensationmanagementoffinancialcapability,humanresourcesandremunerationpolicies,thescaleofenterprises,thecultureofenterprises,thestructureofenterprisesorflat-leveltype,andfacedlifecycleofthespecificstages.3.WorkfactorsTheinfluenceofworkfactorsofcompensationmanagementspecificincluding:workenvironment,laborintensity,andcomplexityoftheinitiative,andchallengesandsoon4.IndividualfactorsTheimpactofindividualactorsofcompensationmanagementincluding:thelaborers’personalability,personality,charactertraitsandvalues,seniority,performance,experience,education,thedevelopmentpotential.Insummary,thepayisanintegratedwiththefourelementsharmonyofmanagement,environment,organizations,andindividuals,andcontinuouslytheprocessofeffectiveuse,inthisprocess,employeesgainedthesatisfactionandasenseofachievementonlaborrewardandjob,andorganizationswillcompleteitsgoalsCompensationisacomplexeconomicandsocialphenomenonfromdifferentanglescanperformvariousclassifications.Accordingtothemechanismofcompensation,itcandivideintointernalandexternalcompensationInternalcompensationmeansthestaffbyvirtueoftheirownhardworktogethonor,successandliability.Internalcompensationinclude:participationinthedecision-makingrights,individualstoplaythepotentialjobopportunities,independenceandfreedomtoarrangetheirworkinghours,moreterms,moreinterestedinthework,personaldevelopmentopportunities,diversificationofactivities.Externalcompensationmeansenterprisesaccordingtothestaffforthesizeofcontributiontheymadeandthatpaidthevariousformsofincometothestaff.Itsspecificmanifestationsarevaried,includingwages,bonuses,benefits,allowancesandotherspecificforms:Wages.employeesaslongasworksinenterprises,wewillbeabletogetaregularfixedamountoflaborremuneration.Thenarrowwagespaidtoworkersrefertothemonetaryreward.Fromthemeaningofgeneralizedwages,includinglaborersmonetaryandalltheremunerationofnon-monetaryforms.Itisnowcommonlyreferredtowages,generallyreferstogeneralizedwages.Asthewagesofstaffbasiccompensation,thebasicamountfixed,itprovidesamorestablesourceofincometotheemployees,andmeettheminimumneedsoflifetostaffIncentives.Incentivesreferstotheorganizationtoprovidestaffwiththeeffortsbeyondthenormallabororlaborandcompensationpaidtoemployees,includingitsdividend,profitsharingandusuallyrefertothebonuscontentWelfare.Welfarealsohasbroadandnarrow,thebroadwelfareincludeswages.Thenarrowwelfarereferspaidtothestaffinadditiontowagesorsalariesandotherformsofremuneration,andmoretopayinPhysicalortheformofservices,suchassocialinsurancelifeinsurance,unemployment,endowmentinsurance,etc.thefreeanddiscountedofworkmeal,preferentialhousing,theprovisionoffreeorlow-pricedcanteensbathhouse,clubs,andsoon.Subsidy.Subsidiesreferstothewageorsalaryofenterprisesdifficulttocomplete,accuratelyreflectthesituationorthespecialworkingconditionsofstaffandjobcharacteristicsandthespecificconditionsoftheadditionalpayandthecostoflivingpaidstaffcompensation.Thesecircumstancesare:theworkingenvironmentisdetrimentaltostaffhealth;Theworkcausepossibilityoflargerharmtostaff;employeesinvolvedinthecommunityinsomeseeminglydecentworkandsoon.Peopleusuallyassociatedwiththeallowanceascompensation,andthecompensationlinkedtolifeassubsidiesAccordingtothecompensationdefinedasthefundamentalbasisofthecompensationclassification,thepaycanbedividedintotime,piece-workpayandoutstandingachievementcompensation.Inaddition,accordingtothecompensationwhetherthemonetaryformcanbeobtaineddirectly,dividedintomonetaryandnon-monetaryremunerationPayisthesameascommoditymoneycontacttoacategory.Usingthetwoanglesasfollowingtodefinethequalityofcompensation.Fromthepointofviewofproductivity,itisproductionorothereconomicactivitiesofhumanlaborinputthemonetaryfundsmanifestations,isthefinalcostoftheproductcomponents.Intheconditionsofmarketeconomy,enterprisesmainlythroughpaidtotheaccountingormeasuringproductionandothereconomicactivitiesofhumanlaborconsumption.Duetothepressureofcompetition,enterprisesmustconsidercuttinglaborcostsFromthepointofviewoftherelationsofproduction,compensationfortheincomedistributionreflectstheoutcomeofthestaffwastheallocationofshares.Underthecurrentsocialsystemofourcountry,compensationisthemainsourcestothemeansofsubsistenceconsumptionofworkers.Ithaveamajorimpactonthelevelofconsumptionandtheconsumptionstructure,andconsumptionactuallyistheprocessofreproductionlabor,reproductionoflaboralsohasanimportantinfluenceinthenextphaseofproduction.Therefore,thecompensation’slevelhasgreatsignificanceforsustainedandstableincreaseproductionorpromoteothereconomicactivities.Suchadualcharacterofcompensation,itdecidedthatthecompensationmanagementisactuallyreduceexpenditureandincomedistributiononproductioncostsandthatcontinuedtoimprovepaylevelsofthiscontradictionandmakeanadjustmentThefunctionofcompensationmayfromtheenterprises,workersandsocialaspectstoinspect:Fromthepointofviewoftheenterprises,compensationhasthefollowingfunctions:First,theincrementfunctions.Compensationisnotonlythecostsofpurchaselaborbyenterprises,aswellastheinvestmentofliveworking,itwillgiveemployersgreaterthanexpectedcostbenefits.Theexistenceofsuchbenefit,providedtheimpetusmechanismoflaboremploymentandinvestmentlaborfortheenterprises.Second,thepromotingfunctions.Compensationisaevaluationofworkersandoperators’performance,reflectthequalityandquantityconditionsofwork.Therefore,thecompensationcanpromotestaffconstantlyimprovetheirworkefficiencyandenthusiasm.Third,thecoordinationfunctions.Whilethemovementofcompensation,puttheorganization'sgoalsandintentionsofmanagerstoemployees,correspondtherelationshipbetweenstaffandenterprises,andpromotetheconsistentofstaff’actionandenterprisescorrespond.Ontheotherhand,thereasonableofcompensation’differentialsandstructurecaneffectivelymediatetheconflictbetweentheemployees,andharmonythehumanrelationshipsFromthepointofviewoftheemployee,compensationhasthefollowingfunctions:First,thereproductionoflaborensurefunctions.Staffthroughthelaborandservicesexchangeforcompensation,sothattheycouldmeettheneedoffood,clothing,shelter,withthebasicneedsoflife,therebyachievingareproductionoflaborforce.Secondistoachievefunctionalvalue.Compensationisanevaluationforenterprisestopayfortheiremployees,alsoistherecognitionofstaffcapabilityandlevel,isthereturnsoftheimplementofindividualsvalue,andthesignalofsuccessfulpromotion,itreflectstheemployees’relativepositionandfunctioninenterprises,itcanmakethestaffhaveasenseofachievementandsatisfaction,andthusinspiregreaterenthusiasmforthework.Third,reasonablecompensationwillbestrongthetrustofenterprisebystaff,builduptheexpectedincreaseriskofpsychologicalsenseofsecurityandasenseofsecurityforthestaffFromthepointofviewofthesocial,compensationhastherelocatefunctionoflaborforceresourcesforthesocial.Mostpeoplewillbewillingtothehighercompensationregions,departmentsandthepost.Asamanagercanusethedifferencecompensationtoguidehumanresourcesreasonableflow,promotetheeffectivedistributionforhumanresources,implementthehumanresourcesdevelopmentandimizeefficiency.Inaddition,compensationalsocanapplytheoccupationalvalueandtypesofworkbypeople,compensationleveltoacertainextentreflectthetypesofworkorsocialvalues,therebyadjustthepeople'soccupationalaspirationsandtheflowsofobtainemploymentCompensationhasalwaysbeenanattentiontask,itisnotmerelyrelatedtoeachperson'spersonalinterests,isinvolvedineveryorganization,thewholecommunity,andeventheentirecountry'ssocio-economicdevelopment.Therefore,compensationisthatforeignscholarshavealwaysbeenanimportantresearchsubjectTheMotivationtheoryofcompensationisthebasisofthecompensationmanagementtheory.Motivationisthemostimportantandmostbasicfunctionsincompensation.Howtousethecompensationtomotivatethestaff’efficiencyandenthusiasm,isthecorecontentofcompensationstudy,designandcompensationmanagement.Reasonable,fairandcompetitivecompensationisthemostimportantfactorstoencouragetheemployeestoworkhard.Reasonable,andeffectivecompensationmanagementmechanismbetweenpromptingisabenigninteraction.Effectivecompensationmechanismmustmotivatethestaffusehigherquantityandqualitytocompletedtasks,andhigherquantityandqualityofworkmustbringhighercompensationMotivationisapsychologyconcept,initsessence,itissaidthatsomemotivationbythereasons,someoccurredmotiveactsisproduced.Forexample,thesameperson,whydotheirsometimesworkactively,andsometimesflaggingspiritandnomoodtowork,orevennegativegoslow?Now,putthemotivationconceptintomanagementpractice,endowanewmeaning.Thatismotivationisaspiritualpowerorstate,thestaffhassteppedup,inspireandpromotetheroleandinstructionorguidancestaffconductattheorganization'sgoals.Therefore,notonlytostudysomekindofmotivationhowis,morecrucialtoexaminehowtopromotethemanagementofaparticularobjecthavethemotivationhowtoguidethemwiththeirfullforcetoachieveaparticulargoal.Today'ssociety,moreandmoremotivationbymanymanagersintheimplementationguidanceandleadershipisseenasanimportantmethodthuseffectivelyintegratehuman,usingtechnologytoachievereunificationofallemployees,itwillalsomakethepersonaleaseofmind,theachievementoforganizationalobjectives.Intheunderstandingthebasisofhuman,andmanyscholarsresearchtheneedsandconductofhuman,Butithasthesamepurposeofthestudy,namely:howtoinspire?motivation,howtoanalyzeneeds,howtodetermineaction,adoptedtomeettheneedsofthepeopletoachievetheirbasicobjective,soastoachieveaneffectivemotivationAtpresent,domesticandforeignscholarshaverecognizedthemainmotivationtheory:HierarchyofNeedsTheory,Two-factortheory,EquityTheory,Expectancytheoryofmotivation.ThistextsimplyintroduceHierarchyofNeedsTheoryandExpectancytheoryofmotivation.Maslowputforwardthehierarchyofneedstheory,itthinksthattheneedsofhumanisarisenwiththearrangementform,fromthejuniorprogramsneedtobegintomoveupwardstoseniorneeds.Maslowthinksthatitgenerallyhasfivelevelsofneedsinsociallifebypeople:physiologicalneeds,securityneedsandsocietyneeds,respectneedsandself-actualizationneedsMaslowalsoconsidersthatwhenaneedtobemet,andahigherlevelofneedwilloccupythedominantposition,theindividualneedsofthelayertorise.Fromthepointofmotivation,noaneedwillbefullymet,However,aslongasthemeetingispartoftheindividualwilltopursueotheraspectsoftheirneeds.AccordingtoMaslow'sview,ifwewanttoinspiresomeone,itisimperativetounderstandwhichhierarchyofneedsbytheperson,thenfocusedonmeetingtheneedsofthislevelorabovethislevelneeds.Maslow'stheorygainedall-pervadingrecognition,especiallygainedtherecogniztionfrompracticebymanymanagers.Thisismainlyduetothetheorysimpleandclear,easytounderstandtheinherentlogic.Itsimizeusefulnessliesinthefactthatitpointsouttheneedforeveryperson.Asmanagers,inordertoeffectivelyinspiresubordinates,itisnecessarytounderstandtheirsubordinateswhatisneedtomeetInthereformprocessofstate-ownedenterprise,theinternalreformofthecompensationsystemisalwaysthesummitconcernedbyallthelevelsofmanagers.Thereformofenterprisescompensationsystemthroughouttheentireprocessofstate-ownedenterprisesreform.WhilemanagersatalllevelspaygreatattentiontodesignandpaysystemreforminChinabutthemajorityofbusinessespaysystemstillfacedwithmanyproblemsandshortcomingsatpresent,andmanyenterprises’employeesisnothighsatisfactionofthecompensationsystem,thecompensationsystemofenterpriseshasfailedtoplaytheroleofincentive,didn’tbecomethenormtoworkers.Likeotherstate-ownedenterprises.WhentheNanjingDEvalvefactorycarrythroughthecompensationmanagement,alsonotfullyunderstandthatthecompensationsystemofenterprisesmustsupportandservicestotheenterprise'sstrategicgoals.Greaterextentontheexistenceofcompensationtocompensation,distributetheEquityandreasonableintothereformanddevelopmentprocessasagoalandnotwhatkindofcompensationsystemwillbefavorabletocorporatestrategyandtheimplementofhumanresourcestrategy,NanjingDEvalvefactorydonotfromtheirownstrategiesandtheoverallhumanresource