关于外派员工外文翻译第二次

城市学院计算分院毕业论文 Abstract 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 the Package J. China International Business,2005(6）： 20-21 译文题目二 Cultural intelligence: individual interactions across cultures 原稿题目二 外派人员文化适应维度：一个回顾 原稿出处二 Mark Mendenhall, Gary Oddou. The dimensions of expatriate acculturation: a review J.The Academy of Management Review, 1985(10):39-47 浙江大学城市学院毕业论文 外文翻译 1 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。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。 浙江大学城市学院毕业论文 外文翻译 3 Expatriates in China： Changing the Package Expatriate Demand Multinationals 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 chosen because I already have the experience in 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 attractive. 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, the 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 Hou. 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 ensure 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 Chinas 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 Chinese 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 countries and most importantly they can develop or sustain their career in the mainland.” Recruiting, retaining and localizing Human resource issues have become high priority concerns for companies in China. Recruitment, retention and localization of staff represent their top priorities. Georges Desvaux, director 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 that 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 quickly 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 successors,” 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, the local skill base is rising quickly. More than 69.7 percent of companies in China have development programs to build local successors for expatriates. 浙江大学城市学院毕业论文 外文翻译 5 外派人员文化适应维度：一个回顾 在过去的二十年间，在跨国公司的人事管理者一直在苦恼一个顽固的，一再发生 的问题：外派管理者外派失败率是显著的（贝克 斯内普， 1973；泽瑞尔，1975） 。 3. 选择外派人员和派遣之间的时间比较短，没有足够的时间来深入地进行外派 人员培训（贝克 Henry, 1965; Misa Tung, 1981, Zeria, 1975). The inability of expatriate managers to adjust to the host cultures social and business environment is costly in terms of management performance, productivity in the overseas operation, client relations, and operations efficiency. It has been estimated that the expatriate failure rate from 1965 to the present has fluctuated between 25 percent and 40 percent (Henry, 1965; Misa Tung, 1981), with the average cost per failure to the parent company ranging between $55,000 and $85,000, depending on the international exchange rate and location of assignment (Misa Tung, 1981; Zeira, 1975). Problem in Expatriate Selection and Training An ingrained practice of personnel directors when selection potential expatriates is the use of the “domestic equals overseas performance” equation. The assumption behind this formula is that: “Managing a company is a scientific art. The executive accomplishing the task in New York can surely perform as adequately in Hong Kong” (Baker Miller, 1972; Tung, 1981; Vassel, 1983). As the result of such beliefs, most MNCs send the expatriate and his/her family abroad soon thereafter, without any acculturation training whatsoever (Baker Tung, 1981; Vassel, 1983; Zeira, 1975). When companies do administer acculturation training, it often is too general or is not followed up with an evaluation of its effectiveness (Tung, 1981; Zeira, 1975). A variety of reasons are given by personnel directors for not investing in predeparture training: 1. A feeling that such training programs are generally ineffective (Baker Schnapper, 1973; Tung, 1981; Zeira, 1975). 2. Past dissatisfaction with the training program on the part of expatriate trainees (Brislin, 1979; Schnapper, 1973; Zeira, 1975). 3. The time between selection and departure is short, and there is not enough time to expose the expatriate to in-depth acculturation training (Baker Tung, 1981). 4. The view that because the expatriates assignment is temporary, it does not warrant training expenditures (Tung, 1981). Also, many personal administrators believe that the dimensions of acculturation are simply not known well enough to devise sound selection instruments and/or training programs (Baker Tung, 1981). A clearer understanding of the key factors that constitute the expatriate acculturation process would aid personnel directors in the design of (1) selection instruments that are predictive of expatriate acculturation and (2) acculturation training programs that would address the relevant factors of acculturation and train the expatriates in the necessary skills relevant to those factors. In addition to the business world, knowledge aboutand effective training based onthe key factors of expatriate acculturation also would help the military, 浙江大学城市学院毕业论文 外文翻译 9 the Foreign Service, the Peace Corps, and a large number of religious