企业人力资源外文资料翻译

1、精选优质文档-倾情为你奉上洛阳理工学院毕业设计（论文）外文翻译资料系 部：    经济与工商管理系 专 业：    工商管理 学生姓名：    郑雷震 班级学号：    B     指导教师姓名：  邓 辉     指导教师职称：     副教授 Human Resource ManagementJapanese business management personnel of the supervision and restraint

2、 mainly from two aspects: first, the holding company from the cross-shareholdings, if a poor performance or business operators can not afford, the major shareholder of the business operators will be for criticism, and urge them to improve their work, until the removal of the operator; Another import

3、ant oversight from the main bank. Main bank monitoring the way of business management under specific circumstances: in the good performance of the company, the enterprise is operating normally, the main banks do not intervene, but when the poor performance of the company to display and control power

4、. Main bank can be major shareholders, the Board replace the managers. Cross-shareholdings in the company and the main bank holding system, the holding sole purpose is to make shareholders stabilization, mutual support and control, rather than to get a higher dividend and bonus. Therefore, the stock

5、 is not easily shot, turnover rate is low, the stock market and therefore have little effect on managers. Mergers on the stock market, Japan is also rare, making the market mechanism of the business management of the effectiveness of the external constraint is not.In Japan, due to external market is

6、 relatively underdeveloped in terms of British and American, plus the influence by Confucian culture, corporate family characteristics significantly, and management talent is also a longer period of employment, the general practice of lifelong employment system, the relative mobility between enterpr

7、ises much less. Enterprise managers are mainly promoted from within the enterprise (in addition to the lowest level of job outside), so good management is more willing to risk is low, more opportunities for advancement in the pursuit of individual M-enterprise development, enterprises in Japan, M of

8、ten gathered many of the more outstanding middle-level management personnel. In the promotion and remuneration, the implementation of power series in wages, promotion system, with employees working years of age and growth of enterprises to increase wages and improve employee job level. For this syst

9、em there is no increase in wages and promotion by giving employees the ability or strength difference, so for those who like the same age and length of service of employees, wages there would be no difference. Japanese companies attach great importance to the development of enterprise training manag

10、ement personnel, many companies have their own training centers and training are. However, different from Japanese companies and the United States, more emphasis on generalist training.In Germany, the "dual track" development of human resources training model (that is, young people in scho

11、ols and businesses at the same time education and training), Germany on human resources development, a major feature. German training system and mode of this study with the same highlights and a combination of theory and practice characteristics, the more successful resolution of the training system

12、 and employment system interface. In addition, German companies attach great importance to the service personnel (including managers at all levels) for continuing education and retraining. Germany's business community and flexible training methods for employees, diversity, efficiency, the kind o

13、f training on the use of which benefit. Content from the training point of view, a new adaptive training of workers, have jobs diverted to training, job training, promotion, professional training and corporate training managers at all levels. The training of professionals so that they are often take

14、n to study problems with organizing seminars, exchanges, organizing short courses, the purpose, direction, practical, very strong. Training for enterprise management approach often taken at different levels. Senior management of enterprises rely mainly on the self, organize them into a condition of

15、good environmental sites, conduct discussions and exchange; of middle managers, most of the way to full-time training, to the training center to learn; on line managers, often type of education and training to promotion mode, with the incentive mechanism is also easy to find talent from which compan

16、ies, because this layer of workers who directly organize production and business activities, the status of important and irreplaceable role. Ownership structure is the formation of the determinants of different management modelsDifferent ownership structure is the formation of the company management

17、 talent management company the deciding factor. Differences in the ownership structure of the company, thus the formation of different companies and management talent management.Widely dispersed ownership of U.S. companies, the lack of strong corporate governance by shareholders in the supervisory b

18、oard of business by the board of directors and the supervisory board often a mere formality, the actual control easily transferred to the hands of managers. To this end the United States established a well-developed capital markets and sound corporate laws and regulations, effectively inhibited from

19、 outside the opportunistic behavior of managers. Meanwhile, the dispersed ownership of the company's acquisition of the stock market provides a convenient, making the market supervision as the most important external oversight mechanisms. Corporate cross-shareholdings by Japanese companies as th

20、e main features of the concentration of ownership, or the relative concentration of the internal control management will play an important role, and supervision of enterprises through the acquisition of the stock market operators more difficult. So, the company is how differences in ownership struct

21、ure formed? The latest research shows that ownership structure is not entirely the formation of a competitive market outcome, the U.S. and Japanese companies of different ownership structure is due to different national laws, economic practices and other historical path caused by the difference. For

22、 example, the United States banned the use of deposits held by commercial banks, stocks, mutual antitrust laws strictly limit the holding company. Japanese companies allow commercial banks to hold less than 5% of the company's stock, the association of the mutual holding company looser trading r

23、estrictions and so on.Therefore, we select the operation and management talent management mode, to consider the overall system environment, consider the situation resulting from the history, consider the ownership concentration. Therefore, in the market system is not perfect, not perfect laws and re

24、gulations under construction, the company's external market-based management model is likely to result poor; for the relatively high concentration of large state-owned enterprises, strengthen internal control and governance is very important. The effects of two management The effect of Anglo-Ame

25、rican model Anglo-American model of the internal management of its rationality. Board of Directors and managers do their job, is conducive to the operator to concentrate, improve management, use of the work of the operators to maintain enthusiasm and innovation, prompted the company to develop. Howe

26、ver, at the same time, Anglo American also obvious internal management problems. British external market-based management need to address the question of how the operators work to keep the passion in the same time, the lack of adequate monitoring mechanisms and of a great dereliction of duty and sen

27、ior managers to control the issue for personal gain. Beginning of the 20th century, 80 years, this issue may become increasingly prominent in the Anglo-American performance. In particular, in 2002 Enron, WorldCom, Xerox and other corporate scandals have exposed the credibility with the market mechan

28、ism to ensure the authenticity of financial information and the independence of independent directors was suspect in the supervision of Anglo-American model more apparent defects . Therefore, in the Anglo-American, on board the improvement, the introduction of independent directors and outside direc

29、tors on how to play a substantive role has become a focus of attention. External market-oriented Anglo-American management talent management model is built on a more sound market mechanism and legal system based on its management of the company and operate better supervision and restraint. But it al

30、so has the following shortcomings: the highly fragmented ownership structure resulted in the operator's short-term, long-term damage to business interests and development; the high mobility of the company's equity capital structure so that the stability of Anglo-American difference, managers

31、 replaced too frequently; acquisition in many cases not conducive to the managers of their initiative.Anglo-American management model, manager market development, business management personnel remuneration are closely linked with the contributions and the market, pay way more diverse, which makes un

32、der American management incentive compensation system better able to fully mobilize the management staff initiative. However, the U.S. corporate high-promoted, high-reward, high-stimulated management to some extent also be adversely affected. Very serious short-term phenomenon, many young people to

33、work less than a year to replace the five or six times the work, this phenomenon is upset the company's long-term training programs of the company's development strategy. And with the increasing income gap, the general staff turnover rate is also climbing, the company's operating efficie

34、ncy will certainly be different degrees. Also, any number of staff employment policies also brought serious insecurity, lowered their loyalty to the enterprise; labor confrontation, the excessive concentration of decision-making power also showed a larger ills. Effect of German and Japanese models G

35、erman-Japanese model is better internal management. In this mode, the banks in general is the company's largest shareholder, the bank has access to the company in control of information production and management of natural advantages, making the monitoring role of shareholders to better play, su

36、pervision and management of the business was better than bound good. In addition, because the company's core shareholders - the shareholders of Bank is a stable, long-term investment focus, which can be subject to long-term incentive management is conducive to better achieve the company's lo

37、ng-term development. German-Japanese management model, in promotion and compensation in general, the implementation of power series in wages, promotion system, with employees working years of age and growth of enterprises to increase wages and improve employee job level. Labor relations and comprehe

38、nsive cooperation have strengthened the staff's sense of security and sense of belonging, improve staff-to-business loyalty. In general, little change in the Japanese model in the technical industries such as manufacturing, while a relatively strong advantage. However, this system also led many

39、Japanese companies are overstaffed and inefficient; addition, because this system there is no increase in wages and promotion by giving employees the ability or strength difference, for those who like the same age and length of service of staff , there is no difference in wages, but also makes diffi

40、cult to stand out talents, was repressed and wasted a common phenomenon. In addition, the incentives of a single, particularly serious impact on narrowing income gap and the suppression of the enterprise manager's enthusiasm and creativity classes. Both business management personnel management d

41、evelopment trend From the development of management talent management trends, with the development of economic globalization, countries in corporate governance of mutual learning, mutual learning, a variety of management talent management is also evolving, and the main show the following main Featur

42、es: United States and Britain began to learn German and Japanese management model management, attention to internal control and long-term incentive. German-Japanese model shown has the advantage, banks and Enterprise Group Holdings in ways that favor long-term development to encourage enterprises to

43、 focus on; and Anglo-American capital markets to stock-based operators can easily lead to more inclined to take short-term, in order to obtain short-term return on investment lost the long-term business opportunities. To this end, Britain and the United States companies starting to focus on long-ter

44、m incentive to change business in the short term behavior and short-term employment means employees pay more attention to mobilizing the enthusiasm of employees.80 years since the 20th century, the gradual relaxation of British and American control of the financial system. In particular the United S

45、tates through 1999, "Financial Services Modernization Act of 1999", the end of the commercial banks, securities and insurance sub-sector management and separate supervision of the situation. In 1986, the implementation of the London Stock Exchange, the first major reform to allow non-membe

46、rs can obtain 100% ownership of membership, which is equal to allow commercial banks to participate directly in the securities business. Deregulation will allow the bank's role in monitoring the company increased. Under British management approach continues to pay rich Traditional pay system in

47、order to avoid all the disadvantages brought to skills-based pay system has become a U.S. corporate trend of pay reform. This salary system is based on the skills of employees are paid according to master, rather than the specific time they are engaged in paid work and reward. This kind of "inv

48、estment" (including knowledge, skills and abilities) for the measurement based pay system will help encourage employees to consciously acquire new work skills and knowledge for enterprise innovation. In addition, the variable pay system and the non-monetary compensation system is constantly bei

49、ng used and developed. The gradual weakening of German and Japanese management model within the direct control of the external market began to strengthen monitoringFrom the 80's, along with the development of securities markets and enterprise self-accumulation capabilities, direct financing busi

50、ness in Japan, Germany, the increase in funding to enable enterprises to reduced dependence on bank loans, corporate debt rate decreased to weakening the banks control of the business, Japan, Germany, the trend of concentration of share ownership structure began to weaken, the market "external

51、monitor" role is being strengthened.Germany and Japan the traditional management mode of employment, selection methods are changing In Japan, the annual salary system, variable pay increases and other "human resources management system for Performance" feature has become increasingly

52、evident, "the flow of employment, the expansion of contract employees," the tendency to further strengthen the cost-impact on the business operations of the "welfare system pension reform, "the general direction of development can not be questioned. In Japan, staff work with the

53、values of diversity, employee self-conscious high, and dismissal of the phenomenon of increase in the employment relationship and other adjustments, employees and business sense of the common sense and progressive loss of one. Coupled with the increased mobility of the labor market to the premise of

54、 lifetime employment means employment is constantly loosening and changes. From the current actual situation, many Japanese companies have canceled the lifetime employment system, on Merits gradually being broken. The original "step by step, the internal promotion," the rules have changed.

55、 So someone said, Japanese companies and personnel system "three pillars" of the two slowly fall.企业人力资源管理模式日本经营管理人才的监督和约束主要来自两个方面：首先是来自交叉持股的持股公司，如果一个企业经营绩效差或者经营者没有能力，大股东就会对该企业的经营者提出批评意见，督促其改进工作，直至罢免经营者；另一重要监督来自主银行。主银行监督企业经营管理层的方式根据具体情况而定：在公司业绩较好、企业运转正常时，主银行不进行干预，但在公司业绩很差时，就显示控制权力。主银行可以通过大股

56、东会、董事会更换经理人员。在公司交叉持股和主银行持股体制中，持股目的只在于使股东稳定化，相互支持和相互控制，而不是为了得到较高的股息和红利。所以，股票不轻易出手，周转率低，股票市场因此对经理层影响甚微。就股票市场上的兼并而言，日本也很少发生，这就使得市场机制对企业经营管理层的外部约束效力不大。在日本，由于外部市场相对英美来讲不够发达，再加上深受儒家文化的影响，企业家族特色明显，经营管理人才的雇佣期也较长，一般实行终身雇佣制，企业间的人员流动相对少得多。企业的管理人员则主要是从企业内部提拔（除了最低层的职位以外），因此优秀的管理人员更愿意在风险低、升迁机会较多的M型企业里追求个人，日本的M型企业

57、里往往能聚集许多比较优秀的中层经营管理人才。在晋升与报酬方面，实行年功序列工资、晋升制度，伴随员工年龄和工作年限的增长，企业为员工增加工资和提高职位等级。由于这个制度在增加工资和晋级上没有按照员工的能力或实力给予差别，因此对于那些同等年龄和工作年限一样的员工，工资就没有差别。日本公司也十分重视企业经营管理人才的开发培训，许多公司都有自己的培训中心和研修所。但是，日本企业与美国不同，更重视通才的培养。在德国，“双轨制”的人才开发培训模式（即青年在学校和企业同时接受和培训），是德国人力资源开发上的一大特色。德国的这种培训体制和模式突出了学用一致和理论与实际相结合的特点，较为成功地解决了培训制度与就

58、业制度的衔接。另外，德国企业十分重视对在职人员（包括各级管理人员）进行继续教育和再培训。德国的企业界对职工的培训方法灵活，形式多样，讲究实效，哪种培训有利就采用哪种。从培训的内容上看，有新工人适应性培训、有转业改行培训、职务晋升培训、专业人员培训和企业各级管理人员培训等。对专业人员培训往往采取让他们带着要研究解决的问题，举办讲座，开展交流，组织短训班，其目的性、针对性、实用性非常强。对企业管理人员培训往往采取分层次的办法。企业的高级管理人员，主要依靠自学，组织他们到一个条件好的环境场所，开展讨论交流；对中级管理人员，大多数采取脱产培训的方法，送到培训中心去学习；对基层管理人员，往往采取晋升式的

59、教育培训模式，十分具有激励机制，也便于企业从中物色人才，因为这一层人员直接组织工人进行生产经营活动，地位重要，作用不可取代。 所有权结构是形成不同管理模式的决定因素 公司所有权结构是形成不同公司经营管理人才管理模式的决定因素。由于公司所有权结构存在差异，进而形成不同的公司管理人才管理模式。 美国公司所有权极为分散，法人治理中缺乏强有力的股东通过董事会监督企业经营者，董事会和监事会往往流于形式、实际控制权容易转移到经理人手中。为此美国建立了发达的资本市场和完善的公司法规，从外部有效地抑制了经营者的机会主义行为。同时，分散的公司所有权为股票市场的并购提供了方便，使得市场的监督成为最主要的外部监督机制。日本公司以法人相互持股为主要特征，所有权集中或者相对集中，内部监控管理将发挥重要的作用，而通过股票市场并购监督企业经营者的难度加大。 那么，公司所有权结构的差异是如何形成的呢？最新的研究表明，公司所有权结构不完全是竞争性市场所形成的结果，美国和日本公司所有权结构的差异是由于各国不同的法律规定，惯例等路径差异所造成的。例如，美国禁止商业银行利用存款持有股票，反垄断法律严格限制公司相互持股。日本公司则允许商业银行