外文翻译如何成功引导新员工入职.docx
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外文翻译如何成功引导新员工入职
外文翻译--如何成功引导新员工入职
本科毕业论文(设计)
外文翻译
外文题目Howtoorientemployeesintonewpositionssuccessfully
外文出处ManagementResearchNews,2001(24):
P44-48
外文作者ValerieD.Davis,BrianH.Kleiner
原文:
HowtoOrientEmployeesintoNewPositionsSuccessfully
ValerieD.Davis,BrianH.Kleiner
Amongtheprimaryobjectivesofeverybusinessenterprise,derivinggreaterproductivityperemployeeandreducingtherateofturnoverisalwayspresent.Businessesspendbillionsonbenefits,engageinplantandofficebeautification,andindulgeinamyriadofotheractivitiesintendedtoattractandretaingoodworkers.Yetmanagementseldomtakesadvantageofoneofthemosteffectivedevicesevercreatedforholdingontoemployees:
awell-thought-outemployeeorientationprogrammed.
Orientationistheprocessoffamiliarizingemployeeswithwhateverisnecessaryforthemtofeelathomeandunderstandandperformtheirnewdutiesefficiently.Toputitanotherway,itisthebeginningofafusionprocessleadingtotheintegrationofcompanyandemployeegoalsandneeds.Withoutthissenseofcommonality,employeeproductivity,performanceandmoralewillsufferSt.John,1980.Therefore,itisdesirabletostudytheorientationpolicywithrespecttoemployees.
Thepurposeofthepresentworkistoestablishtheappropriateorientationprogrammerstoorientemployeesintonewpositionssuccessfullybasedonexistingstudies.Thescope,type,andkeyconsiderationsoforientationrequiredforestablishingtheappropriateorientationprogrammedispresented.
TheScopeofOrientation
Inourhighlysophisticatedsociety,theoldsayingabout“ahappyworkerbeingagoodworker”meansthatabetter-informedemployeewillbecomeahighlytangiblecompanyasset.Asoundorientationprogrammedprovidesacoalescingforceforthemoderncorporationandmoreopportunitiestoaccesstoanewenvironmentforemployees.Therangeofactivitiesandcourseswhichareofferedbycorporationsfortheiremployeestoimprovefamiliarizationwithandadaptationtoasituationorenvironmentisquitebroad.Irrespectiveofthetypeofindustryorcompany,orientationshouldbeconcernedwithtwodistinctlevels.
GeneralOrientation
MattersofgeneralorientationshouldberelevanttoallemployeesandincludesometypicalinformationSt.John,1980.First,introductiontothecompanyisamatterofwhothecompanyis,whereithasbeen,andwhereitisgoing.Thekeyistomakethenewemployeefeelgoodaboutthecompany,begintoinstilltheprideofbelonging,beingapartofthecompany.Second,animportantpolicyreviewmustincludestandardsofconduct,performancestandards,theintroductoryperiodofemployment,disciplinepolicy,andsafety.Third,areviewofbenefitsiscrucial.Employeesneedtoappreciatethecostofbenefits,anditshouldberelatedtothepercentageofpayrollspentontheirbehalfSmith,1984.
SpecificOrientation
Firstofall,thetopicsofspecificorientationareuniquetotheemployee’snewdepartmentandjobSt.John,1980.Theobjectiveistoprovideforasmoothtransitionintothenewjobinawaythatmaintainsmotivationandgetsthenewemployeeintoproductionassoonaspossible.Orientationshouldnotbeanobstacletoproductivityandmotivation,butbepreparedandreadytogettheemployeeimmediatelyinvolvedintheworkflow.Secondly,introductiontothefellowworkersandfacilitiesisoneofthemostimportantorientation.Introducingpeopleafewatatimeandassigningsomeonetobethenewemployee’smentorhelpsnewemployeestoadapttoanewworkingenvironmentmoreeasilySmith,1984.
Thescopeofthesetwoprogrammedshouldalsobeadaptedtothenewemployee’sjobresponsibilities,trainingandpastexperienceincomparablepositions.Conversely,somestandardcoverageofkeyinformationaboutthecompany,thedepartmentandthejobisdesirablefromboththecompany’sandtheemployee’sstandpoint.
TheTypeofOrientation
FormalOrientation
FormalorientationisaprogrammedwhichisplannedandofficiallyconductedbythecompanyatsettimesSt.John,1980.Usuallythisprogrammedtakesplaceafterthefirstdayandbeforetheendofthefirstweekofemployment.Theprogrammeditselfshouldbecomposedofnewemployeeswhoareheterogeneouswithregardtooccupationandhomogenouswithregardtolevel.And,theprogrammedshouldbeledbysomeonewhoisveryknowledgeableabouttheorganization,personable,aclearcommunicator,andhastheabilitytomakepeoplefeelwelcomewithoutbecomingoverbearing.
TopicspresentedduringtheorientationshouldbedirectandtothepointPenzer,1973.Abriefoverview,somedetailedreadingmaterials,andoneortwonamesofpeoplethatcanbecontactedforspecificinformationcanbeprovided.Themainfocusshouldbeonshowingthenewhirewherehe/shefitsintothecompany,andeachshouldbegivenanorganizationchartwithhis/herjobshowninredPenzer,1973.Anorientationofthiskindisonlypartoftheprocessbywhichemployeesbegintoadjusttotheorganizationandtheworkenvironment.
Inmanycasesthisprocessmaywellstartbeforetheemployeefirstsetsfootinthecompany.Still,themostimportantperiodinestablishingjobunderstandingandsatisfactionisthepre-dutyphaseofformalorientationperiodandthatimmediatelyfollowingLaMotte,1974.Thisisthetimewhentheemployeehasanxietiesandquestionsabouthis/herworkandhis/hernewenvironment.Thisisthetimewhenattitudesofacceptanceandenthusiasmmustbecreated,andwhentheemployeemustdemonstrateattitudesandbehaviorthatmeshwiththecompany’sphilosophyandmodeofaction.
InformalOrientation
Atthecompletionoftheformalorientationmeeting,thenewhireissenttohisworkstation.Fromthispoint,informalorientationbegins.InformalorientationisacontinuingprogrammedwhichisunplannedandunofficiallyconductedbyfellowworkersSt.John,1980.Afterhiringandorientation,otherfacetsofthepersonnelrelationsprogrammedcomeintoplay.Inarealsensetheorientationprocesscontinuesthroughouttheemployee’sworkinghistoryathis/hercompany,concludingonlyatretirementorterminationofemployment.
Mostnewhiresdonotwanttocreatetheimpressionofappearingdumb,dowantandneedtoknowtheirroleinthecompany,anddoneedtobeabletoachievetheirowncareerobjectives,sothemanagershouldhaveageneralplantoguidethecourseofdiscussion.Sometopicsincludethedutiesofthoseinhis/herimmediateworkarea,thedutiesandresponsibilitiesofthenewhire,andtheareasinwhichfurthertrainingmightbeneededandatentativeplantoaccomplishit.Duringthisdiscussion,themanagermustremembertoadopttheperspectiveofthenewhire,whoknowslittleaboutthecompanyordepartment.And,themanagershouldrequestthefellowworkerstoprovidejob-relatedinformationtoanew-comerPenzer,1973.
Formalassignmentofsomeonetogotoforhelpcanprovidethenewhirewithdirectsupportuntilhe/shedevelopshis/herownpeerrelationships.Ifhandledproperly,thiscanalsohaveapositiveeffectonthefellowworkerwhohasanopportunitytodemonstratehis/herskillsandknowledgeinahelpfulandpersonallyrewardingway.Mostassociates,includingthesupervisor,cannotbreakawayfromtheirresponsibilitieslongenoughtoprovideameaningfulorientation.Theresourcefulfellowworkershelpthenewcomertoovercometheobstacles,learnhis/herjob,establishrelationshipwithassociates.
Acertainfindingfromthemarketing-trainingstudyshowsthatwhileemployeeswereverypositiveaboutthequalityofformaltraining,theyindicateditfailedtocoversubjectmatterthatwasnecessarytoaccomplishtheirjobs.ThissuggeststhatanorientationprogrammedmustbedevelopedinconjunctionwithcomprehensivejobanalysisandthatperiodicfeedbackfromparticipantsmustbesoughttoensureadequatematchbetweenjobdemandsandprogrammedcontentPenzer,1973.
KeyConsiderationsofOrientation
Toachieveimumpay-back,employeeorientationshouldbeviewedasaninitialandcrucialstepinthecontinuingmanagement-employeedialogue.Assuch,thiseffortrequiresacommitmentofenergiestothosenowaimedatoutsideaudiences,fromlegislatorstothegeneralpublic.Theresponsibilityforinitiatingandmaintainingagoodmanagement-employeecommunicationssystemrestssquarelyonthemanagerLublin,1978.Ingeneral,he/sheshouldbecandidwhendiscussingissuesinthecompanyandsensitivetowardstheemployee’sactualsituation.Butthespecificformatoftheorientationcantakemanyshapes.
Thereareasmanyvariationsinbetweenastherearecompanies.Inadditiontoeasinganemployee’suncertaintiesandanxietiesaboutanewjobandanewworkenvironment,awellplanned,ongoingorientationprogrammedcancreateafavorableattitudetowardtheorganization,provideopportunityforfeedbackandhelptoavoidsomeofthefactorswhichgenerateturnover,misunderstandingsandgrievances.Thefollowingfiveprimaryconsiderationscanhelpyoumeasureorientationpracticesandprovideguidelinesforanyrecommendedchangesinprocedure.
OrientationPolicyandSkills
RepresentativesofmanagementandemployeesalikeshouldjointlyproposepolicyforallsignificantaspectsoftheorientationprogrammedSt.John,1980.Thisproposedpolicymustthenbereviewedandofficiallyadoptedbytopmanagement,beforebeingsharedwithallcompanyemployees.Achievementofcompanygoalswillbefurtheredifoneormorerepresentativesoftopmanagementappearatformalorientationsessionsandtalkaboutcompanyphilosophyandexpectations.Thesestatementsshouldspelloutexactlywhatemployeescanexpectfrommanagementandwhattheco
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