众文网1.谁能帮忙提供一篇关于人才流失方面的英语文献,最好有中文翻译
[1] Wright, D.,Flis N.,Gupta M. The 'Brain Drain' of physicians: historical antecedents to an ethical debate, c. 1960-79[J]. Philos Ethics Humanit Med. 2008. 3: 24.
[2] Reynolds, L. P.,Ireland J. J.,Seidel G. E., Jr. Editorial: "Brain drain" and loss of resources jeopardize the continued use of domestic animals for agricultural and biomedical research[J]. J Anim Sci. 2008. 86(10): 2445-2446.
[3] Nguyen, L.,Ropers S.,Nderitu E.,et al. Intent to migrate among nursing students in Uganda: measures of the brain drain in the next generation of health professionals[J]. Hum Resour Health. 2008. 6(1): 5.
[4] Lesniowska, J. Poland's nursing brain drain to the West[J]. Health Aff (Millwood). 2008. 27(2): 593.
[5] Krones, T.,Samusch T.,Weber S.,et al. [Brain drain in stem cell research? The views and attitudes of stem cell researchers in Germany][J]. Gesundheitsforschung Gesundheitsschutz. 2008. 51(9): 1039-1049.
[6] Hawkes, M.,Kolenko M.,Shockness M.,et al. Nursing brain drain from India[J]. Hum Resour Health. 2009. 7: 5.
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2.酒店人员流失的英文文献去哪里找啊
the staff can be the hotel soul and the liquid assets . without employees , the only thing that the hotle can do is just sing the song of "the The Fortress Stratagem",however , the staff of the present hotel drains heavily and seriously ,and this leads to a lot of troubles on the managers. with the development of social ,the improvement of live level , basic needs can not satify the people today any more, esteem needs and self-actualization are put in higher level of the hierarchy of needs now .thus these wise managers should affect his employees by his or her charm , to attract the clerks by double wins , depend on the loyal rules to retain the clerks and peaceful management to reform them so as to keep tarry of humance resources .。
3.求一篇人才流失的英文文章 急
Minimize Talent LossBusinesses that are finally beginning to see signs of recovery are now facing a new threat—losing their most valued employees to a new job. Job satisfaction data shows that employee morale is lower than it has been in two decades and that nearly 22 percent of employees do not expect to be at their job a year from now. This is a trend we've seen time and time again: As soon as consumer confidence starts to recover, quit rates begin to rise.The good news is that employees most likely to leave can often be reliably identified by a combination of factors. The secret is knowing which factors are most important and having the right plans in place to stem the tide before it starts. So what does it take to avoid losing your best, brightest, and most valuable employees to a new "recovery" job? Here are four essential strategies for staying ahead of the rush out your door:1. Target the talent pools. Be strategic and rational as you make employee investments. Look closely to determine which talent pools in the company are truly critical to future success. Often companies don't realize that the critical talent pool for future success may not be in the jobs that are critical right now.2. Work the data. Measure and analyze potential drivers of employee turnover both externally and internally. Externally, companies should look at job markets, functions, and managers. Internally, managers should review data on employee personality, education, experience, and promotion history.3. "Embed" your employees. Motivation and morale are good, but companies looking to keep employees long term need to be focused on job "embeddedness." That means considering: fit, how well employees fit with their work, workplace, and community; links, the richness of their personal relationships with co-workers and the degree to which others depend on them; and sacrifice, the things they would need to give up if they left their job.4. Identify growth opportunities. Survey findings consistently indicate that providing superior growth and development opportunities can reduce turnover. Incorporate training and development opportunities into the total rewards package that is offered. Be sure to explore development at all levels and age groups. Too often companies overfocus their development and training efforts on new employees and the younger workforce.减少人才流失企业是终于开始看到复苏的迹象正面临新的威胁，失去了最有价值的员工到一个新的工作。
工作满意度的数据表明，员工士气低于它已在近二十年，而百分之22的员工不希望从现在到他们的工作是一年。这是我们已经看到了一次又一次的趋势：当消费者信心开始恢复，戒烟率开始上升。
好消息是，最有可能离开的员工往往是可靠的多种因素确定。这个秘密是知道哪些因素是最重要的地方之一，在扭转局面开始之前正确的计划。
那么怎样才能避免失去你最好的，最亮，最有价值的员工到一个新的“恢复”工作？这里有四个保持领先出你的门冲基本战略：1。目标的人才库。
要有战略眼光，理性的，你使员工的投资。仔细观察才能确定哪些人才库中，该公司的真正未来的成功至关重要。
公司经常没有意识到，未来成功的关键人才库，可能无法在作业，现在是至关重要的。2。
工作中的数据。测量和分析潜在的雇员流失司机外部和内部。
在外部，企业应在就业市场上，功能和管理人员。在内部，管理者应检讨员工的个性，教育，经验和推广的历史数据。
3。 “嵌入”你的员工。
动机和士气都不错，但公司希望让员工长期需要在工作重点的“镶嵌”。这意味着考虑到：健康，多么好员工，他们的工作，工作场所和社区配合，联系，与同事的丰富性和他们的个人关系在何种程度上依赖于这些人，和牺牲的东西，他们将需要放弃如果他们离开他们的工作。
4。找出增长的机会。
调查结果一致显示，提供超群的成长和发展机会，可以减少营业额。培训和发展机会纳入到总包提供的奖励。
一定要探索在各级和年龄群体的发展。往往他们的发展和企业过度聚焦于新员工培训工作和年轻的员工队伍。
4.求一篇人才流失的英文文章 急
Minimize Talent Loss Businesses that are finally beginning to see signs of recovery are now facing a new threat—losing their most valued employees to a new job. Job satisfaction data shows that employee morale is lower than it has been in two decades and that nearly 22 percent of employees do not expect to be at their job a year from now. This is a trend we've seen time and time again: As soon as consumer confidence starts to recover, quit rates begin to rise.The good news is that employees most likely to leave can often be reliably identified by a combination of factors. The secret is knowing which factors are most important and having the right plans in place to stem the tide before it starts. So what does it take to avoid losing your best, brightest, and most valuable employees to a new "recovery" job? Here are four essential strategies for staying ahead of the rush out your door:1. Target the talent pools. Be strategic and rational as you make employee investments. Look closely to determine which talent pools in the company are truly critical to future success. Often companies don't realize that the critical talent pool for future success may not be in the jobs that are critical right now.2. Work the data. Measure and analyze potential drivers of employee turnover both externally and internally. Externally, companies should look at job markets, functions, and managers. Internally, managers should review data on employee personality, education, experience, and promotion history.3. "Embed" your employees. Motivation and morale are good, but companies looking to keep employees long term need to be focused on job "embeddedness." That means considering: fit, how well employees fit with their work, workplace, and community; links, the richness of their personal relationships with co-workers and the degree to which others depend on them; and sacrifice, the things they would need to give up if they left their job.4. Identify growth opportunities. Survey findings consistently indicate that providing superior growth and development opportunities can reduce turnover. Incorporate training and development opportunities into the total rewards package that is offered. Be sure to explore development at all levels and age groups. Too often companies overfocus their development and training efforts on new employees and the younger workforce.减少人才流失 企业是终于开始看到复苏的迹象正面临新的威胁，失去了最有价值的员工到一个新的工作。
工作满意度的数据表明，员工士气低于它已在近二十年，而百分之22的员工不希望从现在到他们的工作是一年。这是我们已经看到了一次又一次的趋势：当消费者信心开始恢复，戒烟率开始上升。
好消息是，最有可能离开的员工往往是可靠的多种因素确定。这个秘密是知道哪些因素是最重要的地方之一，在扭转局面开始之前正确的计划。
那么怎样才能避免失去你最好的，最亮，最有价值的员工到一个新的“恢复”工作？这里有四个保持领先出你的门冲基本战略：1。目标的人才库。
要有战略眼光，理性的，你使员工的投资。仔细观察才能确定哪些人才库中，该公司的真正未来的成功至关重要。
公司经常没有意识到，未来成功的关键人才库，可能无法在作业，现在是至关重要的。2。
工作中的数据。测量和分析潜在的雇员流失司机外部和内部。
在外部，企业应在就业市场上，功能和管理人员。在内部，管理者应检讨员工的个性，教育，经验和推广的历史数据。
3。 “嵌入”你的员工。
动机和士气都不错，但公司希望让员工长期需要在工作重点的“镶嵌”。这意味着考虑到：健康，多么好员工，他们的工作，工作场所和社区配合，联系，与同事的丰富性和他们的个人关系在何种程度上依赖于这些人，和牺牲的东西，他们将需要放弃如果他们离开他们的工作。
4。找出增长的机会。
调查结果一致显示，提供超群的成长和发展机会，可以减少营业额。培训和发展机会纳入到总包提供的奖励。
一定要探索在各级和年龄群体的发展。往往他们的发展和企业过度聚焦于新员工培训工作和年轻的员工队伍。
5.急需一篇有关酒店员工流失的外文文献原文
面对90后员工——调整激励方式
激励员工要人性化，90后员工的激励方式更是一种人性化的激励。要从人本、人性的角度出发，结合他们的需求和特点，对他们进行有效的激励。对90后员工的激励一味的用钱这一招，不太管用。他们有很多的人，家里都不缺钱，他们更喜欢自由、平等、关爱和肯定。对于激励，90后员工喜欢立竿见影，马上兑现承诺。所以在激励这个环节中，酒店管理者要调整的是自身，而不是90后员工。适当调整原有的马拉松式激励方式要把即时奖励、即时兑现常态化。也别指望90后会对你挂在嘴边的“年终奖金”、“期股期权”感兴趣，他们只关注现在做好了会得到怎样的激励，无论是物质还是精神层面。尤其是愉快的工作氛围，融洽的工作方式是他们最愿意执行工作的前提。
所以，对于90后员工，酒店企业中高层管理者千万别拿豆包不当干粮，他们是酒店发展的未来。对他们的管理做好了以上四个转变，就能更好地激发他们90后员工的才能，所以尊重、聆听，欣赏、鼓励、表扬才是管理者常用的手段，调整了自己的心态，调整了自己的管理方式，和90后员工做朋友，就会产生和谐，共同促进和进步。
6.哪位高人能帮忙用英文翻译一下标题“中小民营企业知识型员工流失问
我给你一句一句翻叭~~~~“中小民营企业知识型员工流失问题研究”"small and medium private enterprises Research loss of knowledge workers."民营企业在推动我国社会经济发展、解决就业问题方面正发挥着越来越大的作用。
Private enterprises in promoting China's social and economic development, solving the employment problem is playing an increasingly important role.然而，由于管理机制不完善等原因，员工流失率高一直困扰着民营企业，并制约着民营企业的发展壮大。However, due to inadequate management mechanisms and other reasons, has been plagued by high staff turnover of private enterprises, and restricts the development and growth of private enterprises本文初步分析了民营企业员工流失对企业的影响及流失率高的原因，并据此提出相应的解决措施。
This preliminary analysis of private enterprise staff turnover impact on businesses and the reasons for the high turnover rate, and put forward corresponding measures to solve关键词：民营企业；知识型员工 ；流失Keywords: private enterprise; knowledge workers; drain。