企业人力资源外文资料翻译文档格式.docx

企业人力资源外文资料翻译文档格式.docx

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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

HumanResourceManagement

Japanesebusinessmanagementpersonnelofthesupervisionandrestraintmainlyfromtwoaspects:

first,theholdingcompanyfromthecross-shareholdings,ifapoorperformanceorbusinessoperatorscannotafford,themajorshareholderofthebusinessoperatorswillbeforcriticism,andurgethemtoimprovetheirwork,untiltheremovaloftheoperator;

Anotherimportantoversightfromthemainbank.Mainbankmonitoringthewayofbusinessmanagementunderspecificcircumstances:

inthegoodperformanceofthecompany,theenterpriseisoperatingnormally,themainbanksdonotintervene,butwhenthepoorperformanceofthecompanytodisplayandcontrolpower.Mainbankcanbemajorshareholders,theBoardreplacethemanagers.Cross-shareholdingsinthecompanyandthemainbankholdingsystem,theholdingsolepurposeistomakeshareholdersstabilization,mutualsupportandcontrol,ratherthantogetahigherdividendandbonus.Therefore,thestockisnoteasilyshot,turnoverrateislow,thestockmarketandthereforehavelittleeffectonmanagers.Mergersonthestockmarket,Japanisalsorare,makingthemarketmechanismofthebusinessmanagementoftheeffectivenessoftheexternalconstraintisnot.

InJapan,duetoexternalmarketisrelativelyunderdevelopedintermsofBritishandAmerican,plustheinfluencebyConfucianculture,corporatefamilycharacteristicssignificantly,andmanagementtalentisalsoalongerperiodofemployment,thegeneralpracticeoflifelongemploymentsystem,therelativemobilitybetweenenterprisesmuchless.Enterprisemanagersaremainlypromotedfromwithintheenterprise（inadditiontothelowestlevelofjoboutside）,sogoodmanagementismorewillingtoriskislow,moreopportunitiesforadvancementinthepursuitofindividualM-enterprisedevelopment,enterprisesinJapan,Moftengatheredmanyofthemoreoutstandingmiddle-levelmanagementpersonnel.Inthepromotionandremuneration,theimplementationofpowerseriesinwages,promotionsystem,withemployeesworkingyearsofageandgrowthofenterprisestoincreasewagesandimproveemployeejoblevel.Forthissystemthereisnoincreaseinwagesandpromotionbygivingemployeestheabilityorstrengthdifference,soforthosewholikethesameageandlengthofserviceofemployees,wagestherewouldbenodifference.Japanesecompaniesattachgreatimportancetothedevelopmentofenterprisetrainingmanagementpersonnel,manycompanieshavetheirowntrainingcentersandtrainingare.However,differentfromJapanesecompaniesandtheUnitedStates,moreemphasisongeneralisttraining.

InGermany,the"

dualtrack"

developmentofhumanresourcestrainingmodel（thatis,youngpeopleinschoolsandbusinessesatthesametimeeducationandtraining）,Germanyonhumanresourcesdevelopment,amajorfeature.Germantrainingsystemandmodeofthisstudywiththesamehighlightsandacombinationoftheoryandpracticecharacteristics,themoresuccessfulresolutionofthetrainingsystemandemploymentsysteminterface.

Inaddition,Germancompaniesattachgreatimportancetotheservicepersonnel（includingmanagersatalllevels）forcontinuingeducationandretraining.Germany'

sbusinesscommunityandflexibletrainingmethodsforemployees,diversity,efficiency,thekindoftrainingontheuseofwhichbenefit.Contentfromthetrainingpointofview,anewadaptivetrainingofworkers,havejobsdivertedtotraining,jobtraining,promotion,professionaltrainingandcorporatetrainingmanagersatalllevels.Thetrainingofprofessionalssothattheyareoftentakentostudyproblemswithorganizingseminars,exchanges,organizingshortcourses,thepurpose,direction,practical,verystrong.Trainingforenterprisemanagementapproachoftentakenatdifferentlevels.Seniormanagementofenterprisesrelymainlyontheself,organizethemintoaconditionofgoodenvironmentalsites,conductdiscussionsandexchange;

ofmiddlemanagers,mostofthewaytofull-timetraining,tothetrainingcentertolearn;

onlinemanagers,oftentypeofeducationandtrainingtopromotionmode,withtheincentivemechanismisalsoeasytofindtalentfromwhichcompanies,becausethislayerofworkerswhodirectlyorganizeproductionandbusinessactivities,thestatusofimportantandirreplaceablerole.

Ownershipstructureistheformationofthedeterminantsofdifferentmanagementmodels

Differentownershipstructureistheformationofthecompanymanagementtalentmanagementcompanythedecidingfactor.Differencesintheownershipstructureofthecompany,thustheformationofdifferentcompaniesandmanagementtalentmanagement.WidelydispersedownershipofU.S.companies,thelackofstrongcorporategovernancebyshareholdersinthesupervisoryboardofbusinessbytheboardofdirectorsandthesupervisoryboardoftenamereformality,theactualcontroleasilytransferredtothehandsofmanagers.TothisendtheUnitedStatesestablishedawell-developedcapitalmarketsandsoundcorporatelawsandregulations,effectivelyinhibitedfromoutsidetheopportunisticbehaviorofmanagers.Meanwhile,thedispersedownershipofthecompany'

sacquisitionofthestockmarketprovidesaconvenient,makingthemarketsupervisionasthemostimportantexternaloversightmechanisms.Corporatecross-shareholdingsbyJapanesecompaniesasthemainfeaturesoftheconcentrationofownership,ortherelativeconcentrationoftheinternalcontrolmanagementwillplayanimportantrole,andsupervisionofenterprisesthroughtheacquisitionofthestockmarketoperatorsmoredifficult.

So,thecompanyishowdifferencesinownershipstructureformed?

Thelatestresearchshowsthatownershipstructureisnotentirelytheformationofacompetitivemarketoutcome,theU.S.andJapanesecompaniesofdifferentownershipstructureisduetodifferentnationallaws,economicpracticesandotherhistoricalpathcausedbythedifference.Forexample,theUnitedStatesbannedtheuseofdepositsheldbycommercialbanks,stocks,mutualantitrustlawsstrictlylimittheholdingcompany.Japanesecompaniesallowcommercialbankstoholdlessthan5%ofthecompany'

sstock,theassociationofthemutualholdingcompanyloosertradingrestrictionsandsoon.

Therefore,weselecttheoperationandmanagementtalentmanagementmode,toconsidertheoverallsystemenvironment,considerthesituationresultingfromthehistory,considertheownershipconcentration.Therefore,inthemarketsystemisnotperfect,notperfectlawsandregulationsunderconstruction,thecompany'

sexternalmarket-basedmanagementmodelislikelytoresultpoor;

fortherelativelyhighconcentrationoflargestate-ownedenterprises,strengtheninternalcontrolandgovernanceisveryimportant.

Theeffectsoftwomanagement

TheeffectofAnglo-Americanmodel

Anglo-Americanmodeloftheinternalmanagementofitsrationality.BoardofDirectorsandmanagersdotheirjob,isconducivetotheoperatortoconcentrate,improvemanagement,useoftheworkoftheoperatorstomaintainenthusiasmandinnovation,promptedthecompanytodevelop.However,atthesametime,AngloAmericanalsoobviousinternalmanagementproblems.Britishexternalmarket-basedmanagementneedtoaddressthequestionofhowtheoperatorsworktokeepthepassioninthesametime,thelackofadequatemonitoringmechanismsandofagreatderelictionofdutyandseniormanagerstocontroltheissueforpersonalgain.Beginningofthe20thcentury,80years,thisissuemaybecomeincreasinglyprominentintheAnglo-Americanperformance.Inparticular,in2002Enron,WorldCom,XeroxandothercorporatescandalshaveexposedthecredibilitywiththemarketmechanismtoensuretheauthenticityoffinancialinformationandtheindependenceofindependentdirectorswassuspectinthesupervisionofAnglo-Americanmodelmoreapparentdefects.Therefore,intheAnglo-American,onboardtheimprovement,theintroductionofindependentdirectorsandoutsidedirectorsonhowtoplayasubstantiverolehasbecomeafocusofattention.

Externalmarket-orientedAnglo-Americanmanagementtalentmanagementmodelisbuiltonamoresoundmarketmechanismandlegalsystembasedonitsmanagementofthecompanyandoperatebettersupervisionandrestraint.Butitalsohasthefollowingshortcomings:

thehighlyfragmentedownershipstructureresultedintheoperator'

sshort-term,long-termdamagetobusinessinterestsanddevelopment;

thehighmobilityofthecompany'

sequitycapitalstructuresothatthestabilityofAnglo-Americandifference,managersreplacedtoofrequently;

acquisitioninmanycasesnotconducivetothemanagersoftheirinitiative.

Anglo-Americanmanagementmodel,managermarketdevelopment,businessmanagementpersonnelremunerationarecloselylinkedwiththecontributionsandthemarket,paywaymorediverse,whichmakesunderAmericanmanagementincentivecompensationsystembetterabletofullymobilizethemanagementstaffinitiative.However,theU.S.corporatehigh-promoted,high-reward,high-stimulatedmanagementtosomeextentalsobeadverselyaffected.Veryseriousshort-termphenomenon,manyyoungpeopletoworklessthanayeartoreplacethefiveorsixtimesthework,thisphenomenonisupsetthecompany'

slong-termtrainingprogramsofthecompany'

sdevelopmentstrategy.Andwiththeincreasingincomegap,thegeneralstaffturnoverrateisalsoclimbing,thecompany'

soperatingefficiencywillcertainlybedifferentdegrees.Also,anynumberofstaffemploymentpoliciesalsobroughtseriousinsecurity,loweredtheirloyaltytotheenterpris