众文网1.毕业论文文献翻译
Store managers in each of the three supermarkets pursuing a customer ethos (hereafter referred to as companies A, B and C) provided similar sentiments regarding the present emphasis on the customer and the transformation from "cheapest is best" to "quality and service is best" philosophies in the 1980s. The exceptional supermarket chain, company D, has deliberately continued to pursue cost-minimisation and cheapest price policies, and has been successful in extending its market share in the 1980s (in fact doubling it over the last few years), largely through filling the "vacuum" created as the majority of large supermarket chains move "up-market" and "out-of-town".So how do companies A, B and C go about creating the sort of organisational culture in which staff — particularly front-line staff on the shopfloor — put the customer first?At companies A, B and C the attempt to establish a strong culture begins with selection, where there is an attempt to recruit people with the ability to develop a customer orientation. Occupational and psychological tests have been introduced in company C, the other two relying on the ability of managers to spot capable candidates during interviews. Most managers claimed they knew what they were looking for in potential staff, though some in company B were unsure how to take the message from head office that "like-minded" people should be recruited: "What is a like-minded person, that's what I would like to know? . . . I employ people that want the job and are presentable".Selection is followed by induction and training when management expectations of staff are established. At company A a staff training officer has been established at every single store, part of her (typically the officer is female) responsibility being to ensure customer service briefings and training are provided to every employee. In each of the three companies videos are used to get the "customer is king" message across. One store manager at company A commented:They are told to smile all the time and if the customer has a particular problem then they should try and get them through the checkout and contact a supervisor or manager to deal with it.店铺经理在每一种三超市追求客户风气（以下简称企业，B和C）具有同样的感情对于现在的强调顾客和转变，从“便宜的最好”，以“质量、服务最好”的哲学在20世纪80年代。
独特的连锁超市、公司D，故意cost-minimisation持续追查，便宜的价格政策，已经成功扩大其市场份额在二十世纪八十年代，两倍（事实上，在过去的几年中），主要通过填写“真空”创造的多数大型连锁超市的动的“高档的”和“住在城外的”。怎样，B和C公司着手创造的那种组织文化的员工，特别是现场第一线人员，把顾客放在第一位？企业A、B和C试图建立一个强势文化开始与选择，那里有企图招人的能力，以顾客需求为导向的发展。
职业和心理测验，介绍了公司C，另外两个依靠能力的管理者能够面试候选人位置。大多数经理声称他们知道他们正在寻找潜在的，尽管一些员工如何，还不确定在B公司把总部的信息：“志同道合的“人们应该招募了：“什么是志同道合的人，我也会想知道的吗？。
我雇用，想要这份工作，像样的”。选择是其次是诱导和培训员工的期望管理规范。
在公司的一个员工培训官员已经被建立在每一个单独的商店，部分（通常是军官女性）权责以确保客户服务通报及为每一位员工提供培训。在每一种三家视频得到“顾客是国王"的意思。
一家店铺经理说：公司他们被告知要微笑，如果客户有自己的问题就应该尝试让他们通过检测和联系一位主管或经理来解决它。希望对你有所帮助~~~O（∩_∩）O~。
2.毕业论文 论企业核心员工管理 参考文献
[1] 李忠义， 荆建林. “企业文化”是什么[J]. 中国矿业， 2008, (11) :109-110
[2] 肖利平. 第七届全国企业文化年会力求“雪中送炭”[J]. 中外企业文化， 2008, (12) :65
[3] 张保振. 企业文化十二悟（之一）[J]. 中国党政干部论坛， 2009, (02) :61-62
[4] 杨栋， 李芬， 张玉平. 企业文化是成功经营的优势资源[J]. 时代文学（下半月）， 2008, (10) :120
[5] 麦肯锡：诚信友爱型企业文化[J]. 人才资源开发， 2008, (11) :71
[6] 丁晓民. 从企业文化到校园文化[J]. 新闻爱好者（理论版）， 2008, (12) :194-195
[7] 张文艳. 对企业绩效文化建设的几点看法[J]. 辽宁经济， 2009, (01) :104
[8] 齐亚南. 企业战略规划须与企业文化并重[J]. 饲料博览（技术版）， 2008, (12) :26-27
[9] 童海平. 企业文化的危机管理功能[J]. 政工研究动态， 2009, (01) :32-33
[10] 潘建伟. 企业转型重在文化引领——访北京仁达方略管理咨询公司董事长王吉鹏[J]. 中国邮政， 2009, (01) :26-27
3.急求一篇人力资源方面的论文或文献,翻译其中一部分（3000字左右）
Human resource management mode: based on work and quality of researchIn modern times, the human resources of the enterprise is the first resource and the most important factor of production idea more and more get enterprise's approval. However, for a long time, human resource management mode are established on the basis of job analysis, thus formed, including the human resource planning, recruitment and configuration, performance appraisal, salary management, training and development content such as the complete system. However, with the advent of knowledge economy era, the pattern is difficult to meet the needs of the development of enterprises, which is mainly manifested in the following two aspects:1. The job itself changes. The rise of knowledge-based economy, the traditional industry in labor-intensive work gradually for the knowledge intensive work instead of, originally simple job is complicated, every link faces uncertainty, the need for innovation. Traditional organization individuals as the basic ingredients work state of being replaced by various team, the traditional job analysis lost object. Knowledge work more emphasis on cooperation, encourage break departmental boundaries, job allow the existence of certain crossover and overlap, this will help enterprise innovation atmosphere the implement and improve the staff's working ability.2. Environment and organization structure changes. Now organization faces a constantly changing dynamic environment, from the perspective of competition and consumer to products and services more and more captious, personalized requirement is more and more intense, corporate and product life cycle gradually shortened, enterprise entering fleetness competitive era. From the scope of competition, the enterprise not only faced with see areas of the industry competition but also more faces from the global industry leader competitive challenges. This makes the enterprise must improve their reaction speed, increasingly used flating, virtualization of elastic type organization structure, the organization structure also according to the change of circumstances and constantly adjust. In this context, on the one hand, within the organization jobs more unstable, relatively stable job analysis is hard to adapt to the constantly changing post requirement, On the other hand, jobs, acceleration of ask staff to work in different jobs, have realized transformation between the core competence of organizational needs, which based on work of human resource management mode poses a challenge.Because of human resource management in enterprise management in the position and meaning increasingly prominent, knowledge and human capital in economic growth is more and more important role in human resources management, people pay more and more attention to the research. Based on the summarization of predecessors to based on human resource management mode and based on quality of human resource management mode and other relevant on the basis of research achievements, the paper presents the work and the quality, human resources management, and expounds the mode should be how to human resources management in various aspects of the applications of.。
4.毕业论文文献翻译
Store managers in each of the three supermarkets pursuing a customer ethos (hereafter referred to as companies A, B and C) provided similar sentiments regarding the present emphasis on the customer and the transformation from "cheapest is best" to "quality and service is best" philosophies in the 1980s. The exceptional supermarket chain, company D, has deliberately continued to pursue cost-minimisation and cheapest price policies, and has been successful in extending its market share in the 1980s (in fact doubling it over the last few years), largely through filling the "vacuum" created as the majority of large supermarket chains move "up-market" and "out-of-town".So how do companies A, B and C go about creating the sort of organisational culture in which staff — particularly front-line staff on the shopfloor — put the customer first?At companies A, B and C the attempt to establish a strong culture begins with selection, where there is an attempt to recruit people with the ability to develop a customer orientation. Occupational and psychological tests have been introduced in company C, the other two relying on the ability of managers to spot capable candidates during interviews. Most managers claimed they knew what they were looking for in potential staff, though some in company B were unsure how to take the message from head office that "like-minded" people should be recruited: "What is a like-minded person, that's what I would like to know? . . . I employ people that want the job and are presentable".Selection is followed by induction and training when management expectations of staff are established. At company A a staff training officer has been established at every single store, part of her (typically the officer is female) responsibility being to ensure customer service briefings and training are provided to every employee. In each of the three companies videos are used to get the "customer is king" message across. One store manager at company A commented:They are told to smile all the time and if the customer has a particular problem then they should try and get them through the checkout and contact a supervisor or manager to deal with it.店铺经理在每一种三超市追求客户风气（以下简称企业，B和C）具有同样的感情对于现在的强调顾客和转变，从“便宜的最好”，以“质量、服务最好”的哲学在20世纪80年代。
独特的连锁超市、公司D，故意cost-minimisation持续追查，便宜的价格政策，已经成功扩大其市场份额在二十世纪八十年代，两倍（事实上，在过去的几年中），主要通过填写“真空”创造的多数大型连锁超市的动的“高档的”和“住在城外的”。怎样，B和C公司着手创造的那种组织文化的员工，特别是现场第一线人员，把顾客放在第一位？企业A、B和C试图建立一个强势文化开始与选择，那里有企图招人的能力，以顾客需求为导向的发展。
职业和心理测验，介绍了公司C，另外两个依靠能力的管理者能够面试候选人位置。大多数经理声称他们知道他们正在寻找潜在的，尽管一些员工如何，还不确定在B公司把总部的信息：“志同道合的“人们应该招募了：“什么是志同道合的人，我也会想知道的吗？。
我雇用，想要这份工作，像样的”。选择是其次是诱导和培训员工的期望管理规范。
在公司的一个员工培训官员已经被建立在每一个单独的商店，部分（通常是军官女性）权责以确保客户服务通报及为每一位员工提供培训。在每一种三家视频得到“顾客是国王"的意思。
一家店铺经理说：公司他们被告知要微笑，如果客户有自己的问题就应该尝试让他们通过检测和联系一位主管或经理来解决它。希望对你有所帮助~~~O（∩_∩）O~。
5.有没有关于裁员的英语作文
Downsizing and Layoffs 裁员缩支When your business has to unfortunately downsize or lay employees off, there are resources and assistance the federal government offers to businesses and employees. 当你的公司很不幸要裁员缩支的时候，联邦政府将会为公司和员工提供资源和援助。
The Worker Adjustment and Retraining Notification Act (WARN) protects workers, their families, and communities by requiring employers with 100 or more employees (generally not counting those who have worked less than six months in the last 12 months and those who work an average of less than 20 hours a week) to provide at least 60 calendar days advance written notice of a plant closing and mass layoff affecting 50 or more employees at a single site of employment. The WARN Act is a federal statute; many states have enacted similar legislation and some of those states require that the provisions of the Act apply to businesses with less than 100 employees. The U.S. Department of Labor has issued guides providing both workers and employers with an overview of their rights and responsibilities under the provisions of the WARN Act. 美国劳动部发布了指南来指导员工和雇主，告诉他们 WARN 行动的规定中他们的权利与义务。
6.求助关于员工忠诚度相关论文的外文文献原文
这个素自己去年写毕业论文用到的一段哈，要原文就上原文了The different dimensions of loyalty The first problem in studying loyalty in human organizations is that there seems to be no generally accepted definition of this concept. Often, loyalty is taken to mean remaining in an organization for a long time. But some studies have shown how it can have many different dimensions. Cole (2000), for instance, interviewed David L. Sturn, President of the Loyalty Institute, an arm of Chicago-based Aon Consulting, about a study undertaken by that organization interviewing the employees of more that 200 of its corporate clients. According to that study, what characterizes a “committed” employee is that (1) he is a team player; (2) willing to make sacrifices for the good of the company; (3) believes in the company's products; (4) will recommend the company as among the best places to work, and (5) is prepared to stay in the company for the next several years, even if offered a modest pay increase elsewhere (Cole, 2000). Obviously, the first four characteristics of a committed employee go well beyond the fifth one, which is the only one related with remaining in the organization; and, still qualifying the fact of remaining in the organization by rejecting a change with a “modest” pay increase elsewhere. Powers (2000) offers an interesting set of indicators of loyalty：– Remaining with the company; not leaving, not job hunting– Staying late to complete a project– Keeping the company's business confidential; no whistle-blowing– Promoting the company to customers and community– Adhering to rules without close supervision– Sacrificing personal goals to achieve company's goals– No gossiping, lying, cheating or stealing– Buying company's products– Contribution to company-sponsored charities– Offering improvement suggestions– Participating in company's extracurricular activities– Following orders– Taking care of company property and not being wasteful– Working safely– Not abusing leave policies; including sick leave– Helping coworkers; cooperating Again, remaining with the company is a symptom of loyalty, but only a symptom. And a symptom is an indication, a noisy signal. A headache may be a symptom of a malignant brain tumor or a symptom of poor eyesight. The remaining indicators are also noisy signals, which go along with the basic intuitive concept of loyalty. In summary, both in the Cole and Powers articles, the basic idea is that an employee is committed, or loyal, to an organization when he holds two kinds of beliefs: (1) believes that what the organization is doing “is worth the while”, i.e., feels that the products of the company are really solving some type of human need; and (2) feels that the people he works with (superiors, subordinates, or at the same level) are people he can work with, and, therefore, is willing to cooperate with them, is willing to have initiatives, and be a team player. It is interesting to point out though, that in these analyses, loyalty and commitment are viewed as very positive for the organization and (possibly) for the individual. On the opposite side, some researchers have noticed some negative characteristics of loyalty and commitment. Randall (1987), for instance, signals as disadvantages of a strong commitment to an organization: (a) for the individual, that it may stymie individual growth and limit opportunities for mobility, as well as stifle creativity and innovation, and (b) for the organization, that it may blindly devote the individuals to their employers, and therefore perhaps waste their time and talents in jobs they don't like, making it a situation that is unprofitable both for the individual and for the organization. Essentially then, the unfavorable consequences of loyalty are reduced to the possible loss of efficiency that is obtained if an individual is used where he shouldn't be, which harms both the individual and the organization, but much more the former than the latter, and has to do with a misallocation of resources that is rather an error in judgement than a mistake arising from loyalty itself. Josep M. Rosanas and Manuel Velilla. Loyalty and Trust as the Ethical Bases of Organizations.[D]Journal of Business Ethics , 2003(1): 29~44.。
转载请注明出处众文网 » 毕业论文:企业员工裁员文献翻译(毕业论文文献翻译)