企业人力资源外文资料翻译(14页).doc

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1、-企业人力资源外文资料翻译-第 14 页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： B09090634 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 mainly from two aspects: first, the holding company from the cross-shareholdings, if a po

2、or 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 important oversight from the main bank. Main bank monitoring the way of business management unde

3、r 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. Main bank can be major shareholders, the Board replace the managers. Cross-shareholdings

4、 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 is not easily shot, turnover rate is low, the stock market and therefore have little effe

5、ct 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 relatively underdeveloped in terms of British and American, plus the influence by Confuci

6、an 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 enterprises much less. Enterprise managers are mainly promoted from within the enterprise (in add

7、ition 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 often gathered many of the more outstanding middle-level management personnel. In the promot

8、ion 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 system there is no increase in wages and promotion by giving employees the ability or strength

9、 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 management personnel, many companies have their own training centers and training are. However,

10、 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 schools and businesses at the same time education and training), Germany on human resources development, a

11、 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 and employment system interface. In addition, German companies attach great importance to the service

12、 personnel (including managers at all levels) for continuing education and retraining. Germanys business community and flexible training methods for employees, diversity, efficiency, the kind of training on the use of which benefit. Content from the training point of view, a new adaptive training of

13、 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 taken to study problems with organizing seminars, exchanges, organizing short courses, the purpose, direction,

14、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 good environmental sites, conduct discussions and exchange; of middle managers, most of the way to full-tim

15、e 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 companies, because this layer of workers who directly organize production and business activities, the status of

16、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 talent management company the deciding factor. Differences in the ownership structure of the company, thus

17、 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 board of business by the board of directors and the supervisory board often a mere formality, the actual con

18、trol 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 outside the opportunistic behavior of managers. Meanwhile, the dispersed ownership of the companys acquisi

19、tion 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 the main features of the concentration of ownership, or the relative concentration of the internal control managem

20、ent 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 structure formed? The latest research shows that ownership structure is not entirely the formation of a competitive ma

21、rket 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 example, the United States banned the use of deposits held by commercial banks, stocks, mutual antitrust laws s

22、trictly limit the holding company. Japanese companies allow commercial banks to hold less than 5% of the companys stock, the association of the mutual holding company looser trading restrictions and so on.Therefore, we select the operation and management talent management mode, to consider the overa

23、ll 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 regulations under construction, the companys external market-based management model is likely to result poor; for the r

24、elatively high concentration of large state-owned enterprises, strengthen internal control and governance is very important. The effects of two management The effect of Anglo-American model Anglo-American model of the internal management of its rationality. Board of Directors and managers do their j

25、ob, 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. However, at the same time, Anglo American also obvious internal management problems. British external market-based management

26、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 senior managers to control the issue for personal gain. Beginning of the 20th century, 80 years, this issue may become increa

27、singly prominent in the Anglo-American performance. In particular, in 2002 Enron, WorldCom, Xerox and other corporate scandals have exposed the credibility with the market mechanism to ensure the authenticity of financial information and the independence of independent directors was suspect in the s

28、upervision of Anglo-American model more apparent defects . Therefore, in the Anglo-American, on board the improvement, the introduction of independent directors and outside directors on how to play a substantive role has become a focus of attention. External market-oriented Anglo-American management

29、 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 also has the following shortcomings: the highly fragmented ownership structure resulted in the operators short-term, long-te

30、rm damage to business interests and development; the high mobility of the companys equity capital structure so that the stability of Anglo-American difference, managers replaced too frequently; acquisition in many cases not conducive to the managers of their initiative.Anglo-American management mode

31、l, manager market development, business management personnel remuneration are closely linked with the contributions and the market, pay way more diverse, which makes under American management incentive compensation system better able to fully mobilize the management staff initiative. However, the U.

32、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 work less than a year to replace the five or six times the work, this phenomenon is upset the companys long-term training programs o

33、f the companys development strategy. And with the increasing income gap, the general staff turnover rate is also climbing, the companys operating efficiency will certainly be different degrees. Also, any number of staff employment policies also brought serious insecurity, lowered their loyalty to th

34、e enterprise; labor confrontation, the excessive concentration of decision-making power also showed a larger ills. Effect of German and Japanese models German-Japanese model is better internal management. In this mode, the banks in general is the companys largest shareholder, the bank has access to

35、the company in control of information production and management of natural advantages, making the monitoring role of shareholders to better play, supervision and management of the business was better than bound good. In addition, because the companys core shareholders - the shareholders of Bank is a

36、 stable, long-term investment focus, which can be subject to long-term incentive management is conducive to better achieve the companys long-term development. German-Japanese management model, in promotion and compensation in general, the implementation of power series in wages, promotion system, wi

37、th employees working years of age and growth of enterprises to increase wages and improve employee job level. Labor relations and comprehensive cooperation have strengthened the staffs sense of security and sense of belonging, improve staff-to-business loyalty. In general, little change in the Japan

38、ese model in the technical industries such as manufacturing, while a relatively strong advantage. However, this system also led many Japanese companies are overstaffed and inefficient; addition, because this system there is no increase in wages and promotion by giving employees the ability or streng

39、th difference, for those who like the same age and length of service of staff , there is no difference in wages, but also makes difficult 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 a

40、nd the suppression of the enterprise managers enthusiasm and creativity classes. Both business management personnel management development trend From the development of management talent management trends, with the development of economic globalization, countries in corporate governance of mutual le

41、arning, mutual learning, a variety of management talent management is also evolving, and the main show the following main Features: United States and Britain began to learn German and Japanese management model management, attention to internal control and long-term incentive. German-Japanese model s

42、hown has the advantage, banks and Enterprise Group Holdings in ways that favor long-term development to encourage enterprises to 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 investme

43、nt lost the long-term business opportunities. To this end, Britain and the United States companies starting to focus on long-term 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 si

44、nce the 20th century, the gradual relaxation of British and American control of the financial system. In particular the United States through 1999, Financial Services Modernization Act of 1999, the end of the commercial banks, securities and insurance sub-sector management and separate supervision o

45、f the situation. In 1986, the implementation of the London Stock Exchange, the first major reform to allow non-members can obtain 100% ownership of membership, which is equal to allow commercial banks to participate directly in the securities business. Deregulation will allow the banks role in monit

46、oring the company increased. Under British management approach continues to pay rich Traditional pay system in 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 acco

47、rding to master, rather than the specific time they are engaged in paid work and reward. This kind of investment (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 innovati

48、on. In addition, the variable pay system and the non-monetary compensation system is constantly being 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 80s, along with the development of securities markets and enterprise self-accumulation capabilities, direct financing business in Japan, Germany, the increase in funding to enable enterprises to reduced dependence on bank loans, corporate debt ra