人才流失外文翻譯--員工流動(dòng)率文獻(xiàn)回顧

1、<p><b>　　中文2979字</b></p><p>　　A review of the literature on employee turnover</p><p>　　Henry Ongori</p><p>　　1 Introduction </p><p>　　Organizations inv

2、est a lot on their employees in terms of induction and training, developing, maintaining and retaining them in their organization. Therefore, managers at all costs must minimize employee’s turnover. Although, there is no

3、 standard framework for understanding the employees turnover process as whole, a wide range of factors have been found useful in interpreting employee turnover. Therefore, there is need to develop a fuller understanding

4、of the employee turnover, more especially, </p><p>　　2 Definition </p><p>　　Employees’ turnover is a much studied phenomenon Shaw .But there is no standard reason why people leave organisation.

5、 Employee turnover is the rotation of workers around the labour market; between firms, jobs and occupations; and between the states of employment and unemployment. The term “turnover” is defined as: the ratio of the numb

6、er of organizational members who have left during the period being considered divided by the average number of people in that organization during the period. Frequ</p><p>　　“Unfolding model” of voluntary tur

7、nover represents a divergence from traditional thinking by focusing more on the decisional aspect of employee turnover, in other words, showing instances of voluntary turnover as decisions to quit. Indeed, the model is b

8、ased on a theory of decision making, image theory. The image theory describes the process of how individuals process information during decision making. The underlying premise of the model is that people leave organizati

9、ons after they have analyz</p><p>　　Evaluate all incoming information, so individuals instead of simply and quickly compare incoming information to more heuristic-type decision making alternatives.</p>

10、<p>　　3 Effects of employee turnover</p><p>　　Employee turnover is expensive from the view of the organization. Voluntary quits which represents an exodus of human capital investment from organization

11、s Fair and the subsequent replacement process entails manifold costs to the organizations. These replacement costs include for example, search of the external labor market for a possible substitute, selection between co

12、mpeting substitutes, induction of the chosen substitute, and formal and informal training of the substitute until he or she at</p><p>　　Research estimates indicate that hiring and training a replacement work

13、er for a lost employee costs approximately 50 percent of the worker’s annual salary .but the costs do not stop there. Each time an employee leaves the firm, we presume that productivity drops due to the learning curve in

14、volved in understanding the job and the organization. Furthermore, the loss of intellectual capital adds to this cost, since not only do organizations lose the human capital and relational capital of the depar</p>

15、<p>　　4 Strategies to minimize employee turnover</p><p>　　Strategies on how to minimize employee turnover, confronted with problems of employee turnover, management has several policy options viz. chan

16、ging (or improving existing) policies towards recruitment, selection, induction, training, job design and wage payment. Policy choice, however, must be appropriate to the precise diagnosis of the problem. Employee turnov

17、er attributable to poor selection procedures, for example, is unlikely to improve were the policy modification to focus exclusively on th</p><p>　　Employee engagement, the organization’s capacity to engage,

18、retain, and optimize the value of its employees hinges on how well jobs are designed, how employees' time is used, and the commitment and support that is shown to employees by the management would motivate employees

19、to stay in organization’s.</p><p>　　Knowledge accessibility, the extent of the organization’s collaborative and its capacity for making knowledge and ideas widely available to employees, would make employees

20、 to stay in the organization. Sharing of information should be made at all levels of management. This accessibility of information would lead to strong performance from the employees and creating strong corporate culture

21、. Therefore; information accessibility would make employees feel that they are appreciated for their effort a</p><p>　　Workforce optimization, the organization’s success in optimizing the performance of the

22、employees by establishing essential processes for getting work done, providing good working conditions, establishing accountability and making good hiring choices would retain employees in their organization. The importa

23、nce of gaining better understanding of the factors related to recruitment, motivation and retention of employees is further underscored by rising personnel costs and high rates of employee tur</p><p>　　Job i

24、nvolvement describes an individual’s ego involvement with work and indicates the extent to which an individual identifies psychologically with his/her job. Involvement in terms of internalizing values about the goodness

25、or the importance of work made employees not to quit their jobs and these involvements are related to task characteristics. Workers who have a greater variety of tasks tend stay in the job. Task characteristics have been

26、 found to be potential determinants of turnover among e</p><p>　　Organizational commitment is an affective response to the whole organization and the degree of attachment or loyalty employees feel towards th

27、e organization. Job involvement represents the extent to which employees are absorbed in or preoccupied with their jobs and the extent to which an individual identifies with his/her job. The degree of commitment and loya

28、lty can be achieved if management they enrich the jobs, empower and compensate employees properly.</p><p>　　Empowerment of employees could help to enhance the continuity of employees in organizations. Empowe

29、red employees where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates. Managers act like coaches and help employees solve problems. Employees, he concludes,

30、have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider </p><p><b>　　員工流動(dòng)率文獻(xiàn)

31、回顧</b></p><p><b>　　亨利·歐吉瑞</b></p><p><b>　　1前言</b></p><p>　　組織對(duì)他們的員工在上崗和培訓(xùn)方面對(duì)他們的員工投資很多，維持和保留員工在他們的組織。因此，管理者必須不惜一切代價(jià)，最大限度地減少員工的人才離職。不過，有沒有理解為整個(gè)員工流動(dòng)的

32、過程中，雖然,還沒有規(guī)范的框架,對(duì)于理解員工流動(dòng)率作為整個(gè)過程,各種各樣的因素已經(jīng)被發(fā)現(xiàn)。因此，有必要制定一個(gè)更全面的了解員工離職，更特別是什么決定員工離職，影響和策略，管理人員可以減少人才離職。隨著全球化競爭加劇，企業(yè)必須不斷開發(fā)和提供的有形產(chǎn)品是根據(jù)員工創(chuàng)造戰(zhàn)略為基礎(chǔ)的服務(wù)。這些員工是組織的關(guān)鍵因素，因?yàn)樗麄儗?duì)組織的價(jià)值本質(zhì)上是無形的，不容易被復(fù)制和。因此，管理者必須認(rèn)識(shí)到，成功經(jīng)營組織必須有效控制人才離職。管理者應(yīng)該控制員工對(duì)于組

33、織的成功受益的員工離職。對(duì)員工離職文學(xué)分為三組：員工離職來源，人員離職的影響和戰(zhàn)略，盡量減少人員離職。</p><p><b>　　2定義</b></p><p>　　員工離職是一項(xiàng)很多人研究的現(xiàn)象。但是還沒有規(guī)范的理由為什么人們離開組織。員工離職是圍繞勞動(dòng)力市場的工人旋轉(zhuǎn);公司之間，工作和職業(yè)，以及就業(yè)和失業(yè)之間的狀態(tài)。術(shù)語“人員離職”的定義是：組織的成員正在考慮離

34、開的期間的平均數(shù)量除以人口在那個(gè)組織的期間的比率。通常情況下，管理人員是指填補(bǔ)空缺，與相關(guān)人員離職的全過程：每一個(gè)職位空缺時(shí)，無論是自愿或不自愿地，一個(gè)新員工必須雇用和培訓(xùn)。這是已知的更換周期為人才離職。這個(gè)詞也經(jīng)常利用衡量員工關(guān)系在組織中離開?！罢归_模型”的員工主動(dòng)離職代表一個(gè)發(fā)散現(xiàn)象，通過將關(guān)注點(diǎn)更多地放在決策方面的員工流動(dòng)率,換句話說,顯示的事例,員工主動(dòng)離職決定辭職了。事實(shí)上，該模型是基于一個(gè)決策，圖像理論。該圖像理論描述了如何

35、在決策過程中個(gè)人信息的過程。該模型的基本前提是，人離開后，他們分析了辭職的理由。認(rèn)為，個(gè)人很少有資源，有系統(tǒng)的認(rèn)知。評(píng)估所有收到的信息，所以不是單純的個(gè)人和快速比較傳入的信息，更啟發(fā)式型決策的替代品。</p><p><b>　　3員工離職的影響</b></p><p>　　員工流動(dòng)率是昂貴的觀念。自愿退出代表了一大批的人力資本投資從組織公平和隨之而來的更換過程中需要

36、多方面的成本外流。這些替換成本，例如，外部勞動(dòng)力市場尋找可能的替代品，替代品之間的競爭選擇，選擇的替代感應(yīng)，正式和非正式的替代培訓(xùn)，直到他或她達(dá)到的績效水平相當(dāng)于個(gè)人誰退出。除了這些替換成本，產(chǎn)品生產(chǎn)期將受到一定延長或靠增加加班費(fèi)的支付來維持產(chǎn)量。為什么那么多人已經(jīng)注意到這個(gè)問題,因?yàn)閷?duì)員工離職有一些顯著的影響。許多研究者認(rèn)為，高的離職率可能存在經(jīng)營不當(dāng)?shù)挠M織。霍根1992年，二十年前的員工辭職的直接和間接成本是1400美元和400

37、0美元。凱瑟琳（2002）認(rèn)為，員工離職包括其他費(fèi)用，如生產(chǎn)力損失，銷售損失和管理的時(shí)間，估計(jì)一小時(shí)的雇員，員工離職費(fèi)用為每3000至10000元。這清楚地表明，員工離職會(huì)影響該組織的盈利能力，如果它的管理不善，將有對(duì)利潤產(chǎn)生負(fù)面影響。</p><p>　　研究表明，雇傭和培訓(xùn)替代員工的成本大約是職工年薪的50%。然而，成本還不止于此。每當(dāng)一個(gè)員工離開公司，我們推測(cè)，由于生產(chǎn)力下降的學(xué)習(xí)曲線了解工作和組織工作。此

38、外，智力資本損失增加了這筆費(fèi)用，因?yàn)榻M織不僅失去了人力資本和關(guān)系資本的離職雇員，同時(shí)也有潛在的競爭對(duì)手獲得這些資產(chǎn)。因此，員工流動(dòng)是管理不善造成的不利影響，在人員費(fèi)用方面，在長遠(yuǎn)來看，這會(huì)影響其流動(dòng)資金狀況的組織。然而，自愿離職招致巨大的成本，無論是在直接成本（替換，招募和選拔，臨時(shí)工作人員，管理時(shí)間），間接成本（士氣，壓力方面對(duì)其余人員，成本學(xué)習(xí)，產(chǎn)品/服務(wù)質(zhì)量，組織記憶）和社會(huì)資本等損失。</p><p>　

39、　4減少員工離職的策略</p><p>　　如何盡量減少員工離職策略，與員工流動(dòng)存在的問題，管理上有幾種策略選擇。改變（或改善現(xiàn)有）對(duì)招聘，選拔，誘導(dǎo)，培訓(xùn)，工作設(shè)計(jì)和工資支付策略。策略選擇一定要適當(dāng)?shù)木_的診斷問題。員工流動(dòng)率歸因于員工篩選過程，例如，是不太可能改善策略的修改是把重點(diǎn)放在專門的誘導(dǎo)過程。同樣，員工離職受工資收入的影響，僅僅是政策的調(diào)整是在當(dāng)?shù)貏趧?dòng)力市場與其他公司競爭不太可能減少，以加強(qiáng)本組織關(guān)于

40、在職培訓(xùn)機(jī)會(huì)。由于有在勞動(dòng)員工離職的直接和間接成本的增加，因此，管理層經(jīng)常告誡人們?yōu)槭裁匆槊髟螂x開組織，以便管理部門采取適當(dāng)?shù)男袆?dòng)。廣泛的研究表明，人力資本管理因素以下幾類提供一套核心的措施確保高級(jí)管理層可以用它來增加其投資人提高整體效益和企業(yè)的經(jīng)營業(yè)績：</p><p>　　員工敬業(yè)度、組織能力、留并優(yōu)化了其員工價(jià)值的關(guān)鍵在于如何妥善作業(yè)設(shè)計(jì)，如何設(shè)計(jì)使用員工的時(shí)間,并承諾和支持, 是表明了管理層將激勵(lì)員工

41、留在組織的。</p><p>　　知識(shí)獲取，該組織的“協(xié)作”，其制作的知識(shí)和思想的廣泛提供給員工的程度，將讓員工留在該組織。信息共享應(yīng)在各級(jí)管理層。這種信息的獲取將導(dǎo)致從雇員的強(qiáng)勁表現(xiàn)，創(chuàng)造濃厚的企業(yè)文化。因此，信息無障礙會(huì)使員工覺得自己的努力是他們贊賞的，同時(shí)，離開該組織的機(jī)會(huì)是很小的。</p><p>　　勞動(dòng)力優(yōu)化，該組織建立在優(yōu)化完成工作的基本過程，提供良好的工作條件，建立良好的問

42、責(zé)制和聘用的選擇將保留其組織員工的演出能順利進(jìn)行。爭取更好的招聘，激勵(lì)和保留員工的因素理解的重要性，進(jìn)一步強(qiáng)調(diào)了人力成本上升和員工的員工離職。隨著全球化競爭力的增加，使許多組織管理者遇到更大的壓力，從最高的管理,以提高招聘、選拔、培訓(xùn)、留好員工,并且從長遠(yuǎn)來看能夠激勵(lì)員工留在組織。</p><p>　　工作投入，描述一個(gè)人自我參與工作，并指出在何種程度上心理認(rèn)同與他/她的工作。在內(nèi)部化的善良或工作的重要性，價(jià)值觀

43、方面的介入使員工不放棄自己的工作和這些任務(wù)所涉及的有關(guān)特征。工人誰擁有更多種類的任務(wù)往往停留在那份工作。任務(wù)特征已被發(fā)現(xiàn)是員工之間的員工離職的潛在因素。這些措施包括五個(gè)核心工作特性的哈克曼和奧爾德姆，確定：技能多樣性，是指有機(jī)會(huì)利用一個(gè)有價(jià)值的技能和各種人才的工作，任務(wù)的身份，或在何種程度上需要的工作完成了整個(gè)工作和識(shí)別片，也就是說，從開始到結(jié)束做的工作帶有明顯的結(jié)果;工作重要性，這反映了何種程度上對(duì)工作是否有生命或其他人的工作產(chǎn)生重大

44、影響，無論境內(nèi)或境外的組織，工作自主性，或在何種程度上提供了作業(yè)調(diào)度工作，并確定了工作程序，提供自由，獨(dú)立和自由裁量權(quán)，以及工作的反饋，是指在何種程度上提供了有關(guān)的工作一個(gè)人的工作成效。參與會(huì)影響工作滿意度和提高員工的組織承諾。誰更在工作中所涉及的雇員更滿意自己的工作和更致力于其組織。工作投入也被認(rèn)為是負(fù)相關(guān)，離職意向。工作滿意度，職業(yè)滿意度，組織承諾反映了對(duì)組織的積極態(tài)度，從而對(duì)員工離職意向的直接影響。工作滿意度，工作投入和組織承諾被

45、認(rèn)為是相</p><p>　　組織承諾是一種情感反應(yīng)到整個(gè)組織和員工的忠誠度附件或?qū)Ρ窘M織的感覺。代表工作投入的程度，員工被吸收或與他們的工作和在何種程度上是個(gè)人與他/她的工作標(biāo)識(shí)斤斤計(jì)較。的承諾和忠誠度管理，可取得他們豐富的工作，授權(quán)和適當(dāng)補(bǔ)償?shù)墓蛦T。</p><p>　　員工的授權(quán)可以幫助提高員工在組織中的連續(xù)性。其中管理人員會(huì)比在傳統(tǒng)的監(jiān)督層次獲得更多的決策下放。經(jīng)理像教練，幫助員工