外文翻译--探析招聘求职网站的发展
招聘与筛选,研发使用互联网外文翻译
中文3170字本科毕业论文（设计）外文翻译外文题目Recruitment and selection - R&D using the Internet 外文出处Journal of Managerial Psychology，2000（7）：P163-167 外文作者 Maggie McCourt-Mooney原文：Recruitment and Selection R&D using the InternetMaggie McCourt-MooneyHaving identified in the first of this series of three articles several recurring themes in recruitment and selection (see V ol. 15 No. 3 of this journal) I embarked upon a more specific search. As well as using search engines, I made use of Proquest, an information service provided on the Web by Bell and Howell and available by subscription or through academic libraries.Three of the themes previously identified - the changing work environment, developments in testing and assessment and the use of technology - formed the basis of the searches and provided useful links amongst a plethora of sites of tangential interest only.On-line recruiting：Otherwise known as e-recruiting and cyber recruiting. The development of recruitment on-line, and via company Web sites in particular, was my starting point. In order to establish the range of current practices, I searched a variety of Web sites representative of global organizations. This was supplemented by a search for relevant and up-to-date references in journal articles or available and/or accessible through the Internet.The Internet and recruitment advertising：Judging by the wealth of Web site addresses now found in newspapers, journals and in job advertisements, some substantial part of the recruitment budget is being devoted specifically to on-line recruitment. Whether this is to market the organization or to be a showcase to attract potential job seekers is not clear. My search of several Web sites revealed a wide variety of approaches to the use of on-line recruiting. An equally interesting observation was the relationship between the culture of an organization and its on-line recruitment practices.Traditional recruitment practices：Several sites, however, appeared either to merely state that applicants could apply for jobs on-line and/or should send résumés or complete a form. These sites may attract some applicants, but if they have alreadyvisited sites like those reviewed earlier in this article, they may well be discouraged by the very traditional approach. There appears to be little imaginative use of the technology. However, the particular company's culture and/or the nature of its business may go some way to explaining this.HSBC in the banking sector at /hsbcuk/ was notably uninteresting, closely followed by Roche at /roche/about/job.htm which simply gave general descriptions of jobs in the Company and stated that applicants should "send application with usual documents via conventional mail". A more traditional approach is hard to imagine.AT&T from the telecommunications sector at /hr/ was at first intriguing with its "City of opportunities". However on trying to find out what these opportunities were, the phrase "Occupational represented positions" appeared and from then onwards very little made much sense.I was left with the impression that if a company was innovative or young and dynamic, or had a very mature and leading edge recruitment process in traditional terms, it would be likely to embrace the use of the Internet warmly and to good effect. It seemed valid to check this out with other sources of reference on the Internet and to establish whether research reports are as yet demonstrating how and why companies are changing their recruitment practices to use the Internet.Developments in testing and assessment：Turning now to my next theme of developments in testing and assessment, the primary tool I used for this particular search was Proquest. I wanted to go beyond the "shop front" approach of many Web sites and find relevant research rather than simply product information.Initially, I decided to narrow my search to one aspect of testing and assessment pre-employment screening. This search provided several interesting and informative journal articles on the subject ranging from an historical perspective to guidance on legislative implications and current products available in the market place.As a starting point, a very thorough and up-to-date consideration of pre-employment screening was found in American Business Review by Philbrick et al. (1999).Interestingly the starting point of this article was the increasingly litigioussociety and the cost of hiring particularly when there are labor shortages. The authors quote the tendency to "hire in a hurry" and reiterate the problem of worsening shortages that organizations are likely to face when Baby-Boomers retire.From a US legislative standpoint the authors place emphasis on ensuring that any recruitment procedures are related to employee success on the job and "do not have a disparate impact on any protected class" They equally emphasis the onus on the employer to demonstrate if required that any pre-employment screening method is reliable and valid.Philbrick et al. (1999) review a range of approaches to screening making the initial distinction between "screening in", which is "an attempt to get the best employees" and "screening out", or "an attempt to exclude those applicants believed to have potential problems". Philbrick et al. do not recommend use of the polygraph and unstructured interviews but provided they are in no way discriminatory, the authors do advocate the use of:•carefully designed application forms;•background checks;•competency based screening;•structured interviews; and•drug testing.Some practices which Philbrick et al. suggest may have some use in certain circumstances include:•personality testing to help avoid job mismatching;•integrity testing; and•hand-writing analysis - with the following proviso.The other significant issue raised by Philbrick et al. is the importance of being aware of potential employees' negative reactions to some of the approaches to screening or to particular screening tools. Equally important is the need for the employer to manage this response in a reasonable way.So the legislative context, the diversity of the workforce and potential labor shortages are combined to provide a minefield through which employers need to walkvery carefully. Let us now consider some of the new approaches to pre-employment screening that can be timesaving and good value for employers and appear to be fair to potential employees.Pre-employment screening tools：At the simplest level, the development of 24-hour telephone pre-screening as reported, in HR Magazine seems to have provided potential candidates with more flexible arrangements. "HR Easy Inc analyse10,000 calls received during one 24 hour period to its clients using its custom-made programs that screen applicants via a touch-tone phone. Sixty nine per cent were place outside traditional business hours" (Rubis, 1998).Another example of this approach is provided by Stores New York (see Schulz, 1998) and illustrates how small retailers are able to identify likely applicants through two tiers of questioning in an automated program. In this example, the retailers, Hot Topic and Stew Leonard, advertised the vacancy and gave details of a toll free telephone number. When an applicant completed the session successfully, an interview with a live human being was scheduled automatically. This leads me to wonder how the employer copes with a potential large number of successful applicants? And are the questions really designed to test people's stamina and endurance as well as their suitability for the job?Russell (1999) gives further evidence of the likely popularity of such automated methods. He asserts that nowadays the latest business tools are economical in terms of time and money, taking often no longer than 15 minutes and often being able to be processed in-house. Russell suggests this applies to programs to screen out marginal performers early typically after a brief interview but he does not quote specific programs. However he does provide a link to the Workforce Stability Institute at which provides a more considered approach and caution on how to use any tests:•In choosing to use tests, consult with people who are both experienced and knowledgeable in the overall design of selection systems rather than a specific product or methodology.•Ensure the tests are reliable and valid measures are related as closely to the job as possible.•Check for adverse impact.Research findings：When I first started researching on-line recruitment in 1998, I found more predictions about what was likely to happen in general terms or an indication of trends that were beginning to emerge. Now in 2000 some research findings are being reported from a variety of sources. In June 2000, HR Focus magazine reported on the Web Recruiting Study 2000, undertaken by the Institute of Management and Administration (see "Why your Web site is more important than ever to new hires", HR Focus, June, 2000). An executive summary of this report also appears at . According to the survey, more than 90 per cent of job applicants check out a company's Web site before taking the job and yet more spend an average of four hours on a corporate Web site doing a job search.Changing demands on the HR function：This increased interest in, and use of, the Internet by job seekers does however bring its own problems. The August 1999 edition of Workforce (see / for subscription details) quotes several examples of companies that have responded in differing ways to this development. The examples range from Irvine, Mazda North American Operation, which decided to devote 25 per cent of its recruitment budget to an Internet recruitment service to Princess Cruises, which "does not want to share their employment practices with competitors".A me r ic a n E xpr e s s a t /sif/cda/page/0,1641,1461.asp considers the need to have a variety of recruitment strategies of which on-line recruiting is just one. The interesting point is that this appears to have tripled the number of résumés received and has, at the same time, increased the quality of applicants. What the company has also done is acknowledge that employees need to be encouraged to use the Internet themselves to recruit and appoint new employees and thus rewards are given for those who make an offer via the Internet.Speed of response and increased numbers of applicants：What this Workforce article highlighted was the need for organizations to manage the shortened recruitment cycle that on-line recruiting brings. Some companies manage theincreased speed of response and the increased numbers by improving internal capabilities in terms of software, technology and dedicated resources, such as American Express. Lockheed Martin Technology Services Group has done something slightly different at /careers/Careers.asp. Not only has it appointed an in-house interactive recruitment specialist, it has also developed a Company Web page for personnel involved in recruiting which links them into further pages and sites related to job fairs and other recruitment interests.Outsourcing the management of the on-line recruitment process is also a common practice, and the advice from all sources seems to be: "Do so if you are not in the area of IT developments and if you do so, look for more than a résumédatabase". The large number of potential applicants will need to be screened, an issue raised by myself in the previous article in this series. Apparently it is slightly more complicated than just finding the appropriate software or screening against criteria.On-line recruitment：a different process? In Part I of this series of articles, I argued that the process of recruitment and selection has not changed essentially and that Internet technology will require organizations mainly to improve these processes or manage other influences. The results of my research for this article reinforce this view but also highlight some important influences to be taken into account: the speed factor, the increased use of outsourcing, the training and development needs of both HR specialists and employees to equip them to work in an on-line recruiting environment and the concept of the "candidate as customer". The attractiveness of a company Web site and its appeal to both active and passive job seekers will be of paramount importance in the future, particularly for the next generation for which technology is the norm.（节选）译文：招聘与筛选,研发使用互联网玛吉麦科特，穆尼在这系列的三篇文章中，第一篇已经确定了招聘和筛选中反复出现的主题（见卷15，该刊第3号），接着，我向一个更具体的搜索目标进发。
2024年翻译服务市场环境分析
2024年翻译服务市场环境分析1. 引言随着全球化的加速推进，跨国交流和合作的频率越来越高，翻译服务市场也因此迅速发展。
翻译服务市场是指提供多语种翻译服务的平台或机构，通过将不同语言之间的信息进行转化，为个人和企业提供跨语言沟通的支持。
在这一市场中，潜在的需求巨大，竞争也日趋激烈。
本文将对翻译服务市场的环境进行分析，探讨其潜在机遇和挑战。
2. 市场规模与增长趋势根据市场调研数据，全球翻译服务市场的规模逐年扩大。
据预测，2025年全球翻译服务市场的年均增长率将达到X％，市场规模将超过X亿美元。
这一增长趋势主要受到以下几方面因素的影响：•全球化需求的提升：全球经济一体化与跨国合作的不断增加，促使企业和个人越来越需要跨语言进行交流和合作。
•网络技术的进步：随着互联网的普及和网络技术的进步，即时翻译和远程合作变得更加便捷，为翻译服务市场的发展提供了有利条件。
•数字内容的爆炸式增长：随着社交媒体、在线教育和电子商务等行业的快速发展，大量的数字内容需要进行多语种翻译，推动了翻译服务市场的需求增长。
3. 市场竞争情况当前，翻译服务市场竞争激烈，主要竞争者包括自由职业者、翻译机构和在线翻译平台。
这些竞争者在市场中各有特色和优势：•自由职业者：自由职业者通常具有较高的专业水平和灵活的时间安排，能够提供个性化的翻译服务。
然而，由于缺乏规模效应，其价格竞争力相对较弱。
•翻译机构：翻译机构通常拥有庞大的翻译团队和较强的专业能力。
它们在市场中的竞争优势主要体现在规模经济效应和服务专业化上。
•在线翻译平台：在线翻译平台利用互联网技术和大数据分析，通过匹配多语种翻译需求和翻译人员，提供快速、便捷的翻译服务。
在线翻译平台的竞争优势主要来自于技术创新和平台生态建设。
4. 市场机遇与挑战翻译服务市场环境中存在着一些潜在的机遇和挑战，需要相关参与者做出相应的应对：•机遇：–新兴市场的发展：一些新兴市场对外开放的速度加快，需要大量的翻译和语言服务，为翻译服务市场提供了新的增长空间。
外文翻译--网上招聘系统
外文翻译--网上招聘系统外文原文ONLINE RECRUITMENT SYSTEMSRecruitment refers to a process by which potential candidates are selected in an interview to replace or take up new jobs.Recruitment process is done after the candidate has been interviewed and passed the interview.The candidate to be recruited must have the required skills,qualifications and experience if needed.Therefore the potential candidate has to meet both job description and person specification.With the growth of technology,recruitment has evolved through stages.Initially people could only be invited to interview by invitation letters and they were supposed to apply through inlandmail.They could fill the form in hard copies and post them so the prospective employee.With the advert of technology,today there is even more reliable and fastest way of recruitment.A person does not need to travel over long?distances to appear for interview.Online recruitment systems have eliminated the burden and made work of recruitment easier.This system has reduced costs and created a link between employers and employees across the Diaspora.This system has yielded hundreds of untargeted applicants thuscreating more work.Intelligent applicant tracking has come in because it manages much of the laborious work and target the best candidates for the job.The system minimizes set up costs and the burden of ongoing maintenance.The system has also assisted job seekers to get access to careers on the website.The applicants can apply online and after their applications have been processed they are notified through the internet.Further to this, the system has made recruitment easy because the curriculum vitaeCVsof applicants can be kept in the database and whenever an opportunity arises they are notified.It is through this developmentonline recruitment systemthat recruitment agencies have been established which at a small fee link the employers and employees.Economic Benefits of online recruitment systems.The growth of online recruitment system has been driven by a combination of actual cost savings in the recruitment process,increased ease and efficiency for the employer along with an improved experience for candidates. Findings in a recent CIPD survey shows that advertising job vacancies on employers on websitesis now the fourth most popular recruitment method.More than seven in ten employers advertisevacancies on their corporate websites,while sub boards are used by four in ten with 73%reporting reduced through using e-recruitment.The costs savings are typically achieved by:1.Reducing the size of advert in conventional print media:The print advert only needs limited information,directing applicant to the website to view a much richer range of information and the opportunity to apply online immediately.2.Gaining occasional candidates for free:By ensuring the careers website is easily found from the front page of the corporate website,interested applicants browsing the employer website have the opportunity to apply for specific vacancies which are available now or registering a speculation application for the future.3.Building a talent pool of candidates:Retaining speculative and star candidate for the future,and then contacting them when an appropriate vacancy is advertised effectively generating applicants for free.4.Reduced a talent pool of candidates:As all applicants are held ona single system,all applicants can be contacted individually or collectively with ease at the click of a mouse,reducing the time,effort and the cost of the administration staff.5.Pre-filtering administration:The use of selectionkillerquestions and selection techniques allows the employer to focus quickly on the most appropriate applicants and efficiently communicate with them very important in a candidate have many options and expect instant response to their applications.ing web recruitment rather than print media or agencies.Offeringconsiderable cost savings90%or moreand extensive candidate reach for most roles.In addition to the above;-Applicants received a much higher quality of service,ranging from prompt andtimely communications through the ability to select own interview time through the online interview zone?all of which enhances the employer’s brand making it easier in the long term to attract staff.-Reduced time to hire;all major employers using web recruitment systems report reduced time to hire which have a major economic impact for the employers,getting productive employees in role quicker.-Management reporting?Giving the employer the knowledge to evolve the recruitment process.(原文来源://0>./03.pdf)中文译文网上招聘系统招聘是指由那些潜在的候选人在接受面试时选择更换或接受新的工作的过程。
外文翻译--网上招聘系统
外文原文ONLINE RECRUITMENT SYSTEMSRecruitment refers to a process by which potential candidates are selected in an interview to replace or take up new jobs.Recruitment process is done after the candidate has been interviewed and passed the interview.The candidate to be recruited must have the required skills,qualifications and experience if needed.Therefore the potential candidate has to meet both job description and person specification.With the growth of technology,recruitment has evolved through stages.Initially people could only be invited to interview by invitation letters and they were supposed to apply through inlandmail.They could fill the form in hard copies and post them so the prospective employee.With the advert of technology,today there is even more reliable and fastest way of recruitment.A person does not need to travel over long–distances to appear for interview.Online recruitment systems have eliminated the burden and made work of recruitment easier.This system has reduced costs and created a link between employers and employees across the Diaspora.This system has yielded hundreds of untargeted applicants thus creating more work.Intelligent applicant tracking has come in because it manages much of the laborious work and target the best candidates for the job.The system minimizes set up costs and the burden of ongoing maintenance.The system has also assisted job seekers to get access to careers on the website.The applicants can apply online and after their applications have been processed they are notified through the internet.Further to this, the system has made recruitment easy because the curriculum vitae(CVs)of applicants can be kept in the database and whenever an opportunity arises they are notified.It is through this development(online recruitment system)that recruitment agencies have been established which at a small fee link the employers and employees.Economic Benefits of online recruitment systems.The growth of online recruitment system has been driven by a combination of actual cost savings in the recruitment process,increased ease and efficiency for the employer along with an improved experience for candidates. Findings in a recent CIPD survey shows that advertising job vacancies on employers on websitesis now the fourth most popular recruitment method.More than seven in ten employers advertisevacancies on their corporate websites,while sub boards are used by four in ten with 73%reporting reduced through using e-recruitment.The costs savings are typically achieved by:1.Reducing the size of advert in conventional print media:The print advert only needslimited information,directing applicant to the website to view a much richer range of information and the opportunity to apply online immediately.2.Gaining occasional candidates for free:By ensuring the careers website is easily found from the front page of the corporate website,interested applicants browsing the employer website have the opportunity to apply for specific vacancies which are available now or registering a speculation application for the future.3.Building a talent pool of candidates:Retaining speculative and star candidate for the future,and then contacting them when an appropriate vacancy is advertised effectively generating applicants for free.4.Reduced a talent pool of candidates:As all applicants are held on a single system,all applicants can be contacted individually or collectively with ease at the click of a mouse,reducing the time,effort and the cost of the administration staff.5.Pre-filtering administration:The use of selection(killer)questions and selection techniques allows the employer to focus quickly on the most appropriate applicants and efficiently communicate with them very important in a candidate have many options and expect instant response to their applications.ing web recruitment rather than print media or agencies.Offering considerable cost savings(90%or more)and extensive candidate reach for most roles.In addition to the above;-Applicants received a much higher quality of service,ranging from prompt andtimely communications through the ability to select own interview time through the online interview zone–all of which enhances the employer’s brand making it easier in the long term to attract staff.-Reduced time to hire;all major employers using web recruitment systems report reduced time to hire which have a major economic impact for the employers,getting productive employees in role quicker.-Management reporting–Giving the employer the knowledge to evolve the recruitment process.（原文来源：/03.pdf）中文译文网上招聘系统招聘是指由那些潜在的候选人在接受面试时选择更换或接受新的工作的过程。
【原创2024年】翻译行业调研分析总结及本行业未来发展趋势
【原创2024年】翻译行业调研分析总结及本行业未来发展趋势随着全球化的不断推进和经济的飞速发展，翻译行业在过去几十年经历了巨大的变革和繁荣。
本文将对翻译行业的现状进行调研分析，并展望未来的发展趋势。
首先，对于翻译行业的数据分析，根据市场调研数据显示，全球翻译市场规模在过去十年中增长迅速，年均增长率达到了10%以上。
这主要得益于全球跨国公司的兴起和国际贸易的加速发展。
同时，随着人们对文化交流和语言服务的需求不断增长，翻译行业也得到了进一步的提升。
在翻译行业的发展过程中，技术的应用起到了关键的作用。
机器翻译、自然语言处理和人工智能等技术的逐步成熟，使得翻译工作在速度和质量上都取得了突破性的进展。
而云计算和大数据的应用，也使得翻译行业的数据处理和管理更加高效和精确。
这些技术的应用使得翻译行业的效益显著提升，并大大缩短了翻译周期。
然而，随着人工智能的发展和机器翻译技术的不断完善，翻译行业也面临着新的挑战。
机器翻译虽然在速度和效率上具备优势，但在复杂的语言和文化背景下，其准确度和语言表达能力还无法与人工翻译相媲美。
因此，无论是在法律、医学等专业领域，还是在文学、艺术等创意领域，人工翻译仍然具有不可替代的优势。
未来的翻译行业将继续面临挑战和机遇。
一方面，随着全球化的深入推进，翻译行业的需求将继续增长。
特别是在一带一路倡议的推动下，中国的对外交流和文化输出将进一步扩大，翻译行业也将得到进一步的发展。
另一方面，随着人工智能和机器翻译技术的不断发展，翻译人员需要提升自己的专业水平和技术能力，与机器进行有机结合，实现优势互补。
总的来说，翻译行业是一个充满潜力和机遇的行业。
随着全球化和科技进步的推动，翻译行业将继续保持稳定增长。
然而，面对日益激烈的市场竞争和技术进步的挑战，翻译人员需要不断提升自身的素质和能力，充分利用技术手段，不断创新和发展。
只有如此，才能在这个快速变化的时代中，始终保持竞争优势。
为了应对翻译行业面临的挑战和抓住机遇，制定相应的发展策略至关重要。
翻译行业发展现状
翻译行业发展现状翻译行业是一个不断发展壮大的行业，随着全球化的深入和多元化的需求增加，翻译市场呈现出快速发展的趋势。
首先，随着全球化的加速，国际贸易和跨国公司的数量不断增加，对翻译服务的需求也日益增长。
跨国公司需要将产品说明书、合同、市场推广资料等翻译成本地语言，以适应不同国家和地区的市场需求，提高产品在当地的竞争力。
此外，国际会议、展览、活动等也需要翻译人员进行现场口译和文档翻译，推动不同国家和地区之间的交流与合作。
其次，互联网的普及和信息技术的发展为翻译行业带来了新的机遇和挑战。
通过互联网，翻译人员可以远程参与各类项目，不受地域和时间的限制。
同时，机器翻译和语言智能化技术的进步，提高了翻译工作的效率和质量。
翻译人员可以借助计算机辅助翻译工具，提高翻译效率，减少重复劳动，但也需要不断提升自身的专业水平，保持与机器翻译技术的竞争力。
再次，翻译行业的多元化和专业化发展也是当前的趋势。
传统的文学翻译、口译和笔译仍然占据重要的地位，但同时也出现了许多新的领域和专业，如科技翻译、法律翻译、医学翻译等。
这些领域对翻译人员的专业知识和技能提出了更高的要求，需要不断学习和提升。
最后，翻译行业的竞争日益激烈，翻译人员除了具备专业知识和技能外，还需要具备良好的跨文化沟通能力和商业技巧。
市场对高质量翻译的需求越来越高，客户更注重翻译的准确性、流畅度和专业性。
同时，价格也成为客户选择的重要因素，翻译公司和自由译员之间的竞争日趋激烈。
总之，翻译行业正处于飞速发展的时期，随着全球化的深入和科技的进步，翻译人员需要保持专业素养，不断学习和提升自身能力，以适应市场的需求。
同时，政府和教育机构也应加大对翻译人才的培养和支持力度，推动翻译行业的健康发展。
翻译行业现状及发展趋势
翻译行业现状及发展趋势翻译是一个重要的行业，随着全球化的发展和国际交流的增加，翻译行业也在不断发展。
下面将对翻译行业的现状及发展趋势进行详细介绍。
一、翻译行业现状目前，翻译行业的主要业务包括口译、笔译、本地化翻译等。
其中，笔译是翻译行业的主要业务之一，涉及到文学、商务、法律、医学、科技等各个领域。
此外，随着新技术的出现，语音翻译、机器翻译等也开始逐渐发展。
在国内，翻译行业的发展也越来越受到重视。
国家级翻译人才培养基地已经建立，同时也有一些优秀的翻译培训机构和专业翻译公司。
随着中国经济和文化的快速发展，越来越多的国际交流和合作需要翻译的支持，因此翻译行业的市场需求也在不断增加。
二、翻译行业发展趋势1.人工智能技术的应用人工智能技术在翻译行业的应用已经开始逐渐增加。
机器翻译技术的发展使得翻译工作变得更加高效、便捷。
同时，人工智能也可以在翻译领域中发挥其他作用，如辅助翻译、质量控制等。
2.多语种服务的需求随着全球化的发展，越来越多的企业和机构需要面向多国市场，因此对多语种服务的需求也在不断增加。
这就要求翻译行业在不断提升自身的语言服务能力，逐步实现全球化的翻译服务。
3.本地化翻译的需求本地化翻译是指根据当地文化和语言习惯对产品、网站、软件等进行翻译和适应性调整。
随着全球化的深入发展，越来越多的企业和机构需要进行本地化翻译，以满足当地用户的需求。
因此，本地化翻译将成为翻译行业的一个重要方向。
4.跨领域交叉融合随着科技和人文领域的不断发展，翻译行业也面临着跨领域交叉融合的趋势。
例如，在医学、法律、金融等专业领域中，需要专业的翻译人员具备丰富的专业知识。
因此，翻译人员需要跨领域学习和交流，提高自身的专业能力，以满足不同领域的需求。
5.人才培养与标准化翻译行业的发展需要大量的人才支持，因此人才培养是翻译行业的重要一环。
国家级翻译人才培养基地的建立为翻译人才的培养提供了重要的平台。
同时，对翻译行业的标准化也越来越受到重视，以提高翻译行业的服务质量和市场竞争力。
2024年语言翻译软件市场前景分析
语言翻译软件市场前景分析1. 引言随着全球化的推进和人们对多语言交流的需求增加，语言翻译软件市场正迅速发展。
语言翻译软件通过使用人工智能和自然语言处理技术，能够将一种语言翻译成另一种语言，并提供即时翻译服务。
本文将对语言翻译软件市场的前景进行分析。
2. 市场概述语言翻译软件市场在过去几年里取得了快速增长。
根据市场研究公司的数据，2019年全球语言翻译软件市场规模超过了100亿美元，并预计到2025年将达到200亿美元。
主要推动市场增长的因素包括全球化进程的加速、跨国贸易的增多以及旅游业的繁荣。
3. 市场驱动因素3.1 全球化进程的加速随着全球化进程的不断推进，跨国公司和国际组织的数量不断增加。
这些机构需要与不同国家和地区的人员进行交流，并需要解决跨语言沟通的问题。
语言翻译软件能够提供快捷、准确的翻译服务，满足这些机构的需求。
3.2 跨国贸易的增多随着跨国贸易的不断增加，以及电子商务的兴起，语言翻译软件在商务交流中起到了重要的作用。
它能够帮助企业解决语言障碍，促进国际贸易的顺利进行。
因此，语言翻译软件市场受到了跨国企业和电商平台的广泛关注。
3.3 旅游业的繁荣旅游业的繁荣也为语言翻译软件市场带来了机遇。
越来越多的游客涌向世界各地，需要与当地人进行交流。
语言翻译软件能够提供即时翻译服务，使游客能够更好地融入当地文化，享受更好的旅游体验。
4. 市场挑战和机遇4.1 市场竞争激烈目前，语言翻译软件市场竞争激烈，市场上有众多的竞争对手。
不同公司通过提供不同的产品特点和服务，努力争夺市场份额。
这种激烈的竞争可能对市场前景造成一定的压力。
4.2 技术挑战语言翻译软件市场依赖于人工智能和自然语言处理技术。
然而，目前的技术仍然存在一些限制，如对于复杂的语法结构和文化差异的处理能力较弱。
因此，不断改进和创新技术将是市场中的关键挑战。
4.3 新兴市场的机遇虽然市场竞争激烈，但新兴市场仍然是一个潜力巨大的机遇。
一些发展中国家的人口众多，对多语言翻译的需求也在增加。
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探析招聘求职网站的发展对人们的组织文化的看法产生的影响1摘要：公司企业在利用传统招聘媒体时，通常是单靠他们的职位空缺，有限的向求职者提供信息，。
招聘网站的成立与发展，在另一方面，允许有意申请两个或是多个职位的求职者提供有关公司企业的信息。
然而，很少有人研究人们关于招聘网站存在的印象。
本课题研究了招聘网站的各个方面，可能会导致求职者对组织文化的看法。
结果表明，网站设计功能和组织的价值观，政策，奖励和目标的信息，组织文化影响观众的看法。
关键词：网络招聘,在线招聘;网络招聘,招募品德的网站,组织文化。
1引言越来越多的公司地将互联网作为招聘员工的可行及有吸引力的工具。
最近的一项调查研究表明证明了一点，互联网招募是许多不同行业的人力资源专业人士的首选媒介。
同样，其他调查结果表明，来自公营和私营的公司招聘，人事部门使用互联网比任何其他的人力资源管理活动更为频繁。
这与公司越来越多地依赖互联网上的招聘成果有着明显的影响，因为相比与传统招聘媒体在其官方招聘网站提供更为具体详明的信息，它使得这些行为更为可行。
也是出于这个原因，招聘网站通常包括的信息有如下部分，例如员工推荐，利益的信息，公司的价值观和报表等。
潜在申请人提供有关公司的形象的方法之一是通过对组织文化看法的宣传。
组织文化的看法直接影响个人与组织的契合度，随后影响潜在求职者的自主选择公司职位。
然而很少有研究存在于，怎样的申请形式在招聘网站上展现关于组织文化的看法。
这种探索性研究在于试图确认招聘网站如何影响人们关于组织文化的看法。
2在线招聘：组织战略和优势1 Phillip W. Braddy、Adam W. Meade、Christina M. Kroustalis，Journal of Business and Psychology, V ol. 20, No. 4, Summer 2006通过互联网招募的组织主要有两种渠道吸引求职者。
首先，企业可以依靠第三方招聘网站发布招聘广告（例如，，）。
招聘启事网站（也称为“工作板”）向潜在的求职者提供一个信息交流中心，寻找适合他们的资历和满足他们的需求的职位。
因此，工作板的能力是向有意在不同的公司中申请不同的职位的第三方平台。
虽然使用的第三方网站，可以大大提高招聘广告阅读浏览量和浏览人数，以及不同地理位置时间区域的不同群体在线寻找就业，但是信息的提供量一般是有限的。
这样的事实要归功于，大多数第三方工作平台会基于招聘广告的内容列出相关的金额收费。
虽然有时求职者会直接进入各自的雇用公司的网站提出职位的申请，在许多情况下，求职者必须通过第三方平台与招聘单位间接接触。
第二种选择是公司组织建立和维护自己的招聘官方网站，发布目前有关该公司的招聘广告和其他的公司信息。
这后一种是与最有可能也是有效的第三方平台一起使用时的选择。
最近的一项调查表明，超过90％的美国大型公司企业组织保持着自己的官方招聘网站。
这些专门招聘的网站，有几个优点。
首先，公司企业组织的官方网页上发布的信息内容成本是比工作板上便宜。
信息内容可以是各不相同，官方网页可以发布有关员工福利，公司的价值观，公司的简短历史，和其他内容的信息，试图创造一个积极的印象，保持一个良好的招聘形象。
一个官方组织的招聘网站上的信息的总金额比招聘第三方平台节省。
同时一个主要好处是，职位申请人可以获取更多信息，关于组织文化或是其他关于求职单位的方方面面，有助于更好地了解以及做出有关就业的决定。
此外，这种类型的网络招聘可以降低成本，尽量减少所需的时间，成功招募潜在人才，同时表现了创建招聘网站使用网络招聘的公司是精通技术的。
最后，网上的招聘求职者，让他们直接在网上递交申请材料相应的使成本降低。
总之，我们相信，公司将继续利用互联网作为在未来的主要招聘媒介。
我们也相信，该公司将继续维持除了使用第三方平台，并对其官方网站的依赖。
3信息理论和申请人的文化感知的形成从经济学的研究上，信息理论是的买方和卖方拥有和信息的作用已经被采纳，解释潜在申请人和招募组织之间的相互作用。
从本质上讲，这种理论认为，在有关组织的其他信息的情况下，一个潜在的申请人，将吸引周边线索的进行推论。
在招聘中，已发现信息理论的相当大的支持，如申请人已被证明有对招聘人员的看法，依靠的是对租用场地的机构获得的印象。
例如，如果一个组织的招聘主管友好的态度，求职者人可以假设，这些都是素质以及整个公司的形象。
这是经常性发生的，因为求职者认为招聘人员代表各自的公司。
这可能是因为申请人认为招聘人员作为代表其各自的组织。
虽然这样的招聘经验在许多情况下可以有信息的价值，当求职者拥有雇用组织的相关认知，这些经验的作用更为重要。
我们相信，信息理论可以扩展到互联网，用于解释潜在申请人对组织文化的看法，再浏览招聘网站。
例如，如果一个组织的网站，以及结构和有组织的，申请人可以推断，组织价值观。
在没有更多有意义的信息，信息理论认为网络招聘网站应提供线索。
4讨论互联网提供了一个平台来传输大量的有关组织或是求职者的信息的，但已知目前很少有申请人利用这一信息平台。
目前的研究状况是，试图确定的招聘网站，可能会涉及到求职者的组织文化观念方面，以解决这方面的不足。
这些发现表明，网站的设计特点，组织政策，文化层面的具体引用的信息和其他一些项目都有一定的影响，但在目前的研究使用中，有关网站的内容，在确定什么文化观念与财富榜500强企业的官方网站相关参与发挥了有益的作用。
虽然参与者的反应各不相同，综合总结后有三个共同的主题出现。
首先，文化维度的具体提及是公司的网站上是典型的置顶部分，与会者表示与某个组织相关联的某一方面的文化是非常受关注的。
这一趋势是真实的存在与所有文化层面。
其次，使用网站的设计特点是要求高度创新，注重细节，明确团队的发展方向，和多样性的认识。
最后，有关组织的政策，明确说明在于传播公司特点以及多样性。
5未来发展趋势本研究开始提出网站功能和内容，可能与形成求职者的组织文化印象，可以得出：更多的研究在这方面做出任何明确的结论之前是必要的。
具体来说，我们希望未来的研究将确定招聘网站的存在与发展具有潜在的对人们关于组织文化的看法的影响。
这些研究将允许不同的网站功能和内容因果结论的效力，产生建立各种文化观念。
此外，研究需要解决相关的其他问题，例如相对影响组织文化对求职者的工作追求意图相比更为传统的因素，像是工资和福利。
最后，未来的研究调查方向通过不同的途径研究，对于一个充满希望又为招聘网站吸引的高素质的求职者，相对于传统的招聘信息来源的有效性。
很明显，在未来互联网将是潜在求职者的一个重要的信息来源。
然而，许多问题仍然存在于这一在招聘媒介中。
ORGANIZATIONAL RECRUITMENTWEBSITE EFFECTS ON VIEWERS'PERCEPTIONS OF ORGANIZATIONALCULTUREPhillip W. BraddyAdam W. MeadeChristina M. KroustalisNorth Carolina State UniversityABSTRACT: When utilizing traditional recruitment media, organizations are typically limited to providing job seekers with information solely on their vacant positions. Organizational recruitment websites, on the other hand, allow organizations to provide prospective applicants with both job descriptions and other information about the organization. However, little research exists regarding the impressions that viewers gain from organizational recruitment websites. The present study identified aspects of recruitment websites that may give rise to job seekers' perceptions of organizational culture. Results indicated that both website design features and information about organizational values, policies, awards, and goals affected viewers' perceptions of organizational culture.KEY WORDS: Internet recruiting; online recruiting; web recruiting; recruit ment websites; organizational culture.INTRODUCTIONMany organizations increasingly view the Internet as a viable and attractive tool for recruiting employees (Cober, Brown, Blumental, Doverspike, & Levy, 2000; Harrington, 2002). This is evidenced by recent survey research that indicates the Internet was the preferred medium of HR professionals when recruiting applicants for many positions in diverse industries (Chapman & Webster, 2003). Likewise, results ofother surveys suggest that companies from both private and public sectors use the Internet more frequently for recruiting applicants than for any other HRM activity (e.g., Elliot & Tevavichulada, 1999). This increased reliance on the Internet has salient implications for organizations because it enables them to provide much more information on their official recruitment websites than is feasible with traditional recruitment media. Organizations provide this information in hopes that potential applicants favorably view the organization as a potential employer. For this reason, organizational recruitment websites commonly include features such as employee testimonials, benefits information, and organizational values statements. One way in which potential applicants draw conclusions about the organization is via perceptions of the culture of the organization. Perceptions of organizational culture directly affect perceptions of person-organization fit, which can subsequently affect how potential applicants self-select organizations (Judge & Cable, 1997). How ever, very little research exists regarding how applicants form culture perceptions from recruitment websites. Thus, this exploratory study at tempts to identify aspects of websites that influence viewer perceptions of organizational culture impressions.Online Recruiting: Organizational Strategies and Benefits Organizations recruiting via the Internet have two primary avenues to attract viewers into the applicant pool. First, organizations can rely upon third-parties that distribute job advertisements on a job listing website (e.g., , ). Job listing websites (a.k.a., "job boards") have the advantage of providing a clearinghouse for potential job applicants to search across organizations for positions appropriate to their qualifications and that meet their needs. Therefore, job boards have the ability to alert potential applicants to openings in many organizations. While the use of third-party websites or job boards can greatly increase the number of viewers reading the job advertisement and potentially reach a more geographically diverse group of applicants searching for jobs online (Crispin & Mehler, 1997), the amount of information that is available to the applicant is generally quite limited. This can likely be attributed to the fact that most third-party job boardscharge fees based on the amount of content listed in the job advertisement. Moreover, although applicants are sometimes provided with direct access to the respective hiring companies' websites (Zusman & Landis, 2002), in many cases applicants must apply to the hiring organization indirectly through the third-party organization (Recruiting, 1999). A second option is for an organization to create and maintain its own official website to present job advertisements and additional information about the company (Zusman & Landis, 2002). This latter option is most likely to be effective when used in conjunction with job boards. One recent survey indicates that over 90% of large U.S. organizations maintain their own official recruiting websites (Cappelli, 2001). These websites, dedicated solely to recruitment, have several advantages. First, content can be posted much more cheaply on the organization's official web page than on a job board. Though content varies consider ably, organizations can post information about employee benefits, organizational values, a brief history of the organization, and additional content to attempt to create a positive impression needed to maintain a favorable recruitment image (Gatewood, Gowan, & Lautenschlager, 1993). The overall amount of information on an official organizational recruitment website is much greater than from a job advertisement alone (Braddy, Thompson, Wuensch, & Grossnickle, 2003). A major benefit of this additional content is that applicants can acquire more information regarding organizational culture, which may facilitate making better informed employment-related decisions. Additionally, this type of web recruiting can reduce costs (Cober et al., 2000; Kay, 2000; Marcus, 2001), minimize the amount of time required to successfully recruit applicants (Web Recruiting Advantages, 2001), and create the perception that companies who use online recruiting are technologically savvy (Fister, 1999). Finally, online recruiting reduces application costs for job seekers by allowing them to directly submit application materials online (Cappelli, 2001; Zusman & Landis, 2002). In short, we believe that companies will continue to utilize the Internet as a primary recruitment medium in the future. We also believe that organizations will continue to maintain and rely upon their official websites in addition to using third party job boards.Signaling Theory and the Formation of Applicant Culture Perceptions Signaling theory was developed from economics research on the role of information possessed by buyer and seller (Spence, 1974) and has been adopted to explain the interaction between potential applicants and recruiting organizations (Rynes, Bretz, & Gerhart, 1991; Rynes & Miller, 1983; Spence, 1973). In essence, this theory suggests that in the absence of other information about an organization, a potential applicant will draw inferences about the organization based on peripheral cues. In the recruitment context, considerable support for signaling theory has been found as applicants have been shown to rely on perceptions of recruiters to derive their impressions of hiring organizations (Goltz & Giannantonio, 1995; Rynes et al., 1991; Rynes & Miller, 1983; Turban, 2001; Turban, Forret, & Hendrickson, 1998). For example, if an organization's recruiter was perceived as both competent and friendly, applicants may assume that these are defining qualities of the entire organization as well. This likely occurs because applicants view recruiters as being representative of their respective organizations (Rynes & Miller, 1983). Though such recruiting experiences can have signaling value under many circumstances, the role of such experiences is much more significant when applicants possess little knowledge about the hiring organization (Rynes et al., 1991). We believe signaling theory can be extended to the Internet domain to explain how potential applicants form organizational culture perceptions after viewing recruitment websites. For instance, if an organization's website is well structured and organized, applicants may infer that the organization values and possesses such characteristics. In the absence of more meaningful information (e.g., direct knowledge from an incumbent, a site visit, etc.), signaling theory suggests that an Internet recruiting website should provide cues to the viewer about the nature of the organization.DISCUSSIONThe Internet provides organizations with a tool to transmit large amounts of information about the organization to job seekers, yet very little is currently known about the manner in which applicants utilize this information. The current studysought to address this deficiency by identifying aspects of recruitment websites that may be related to job seekers' organizational culture perceptions. These findings indicate that website design features (e.g., employee testimonials illustrating team work), information about organizational policies (e.g., continuing education programs), specific references to culture dimensions (e.g., "the organization values workers who are creative and innovative"), and other miscellaneous but relevant website content (e.g., listing of organizational awards won) played an instrumental role in determining what culture perceptions participants associated with the Fortune 500 companies whose websites were used in the current study. Though the percentage of participant responses assigned to the aforementioned categories varied considerably across the nine culture dimensions, there were three common themes that emerged. First, the specific references made about culture dimensions (i.e., content) on a company's website was typically one of the top most cited reasons that participants indicated for associating a particular aspect of culture with a given organization. This trend was true for all culture dimensions, excluding emphasis on rewards. Second, the use of website design features was indicated as being highly important for conveying perceptions of innovation, attention to detail, team orientation, and diversity. Finally, clearly stating relevant organizational policies seemed instrumental for transmitting companies' emphases on rewards, supportiveness, and diversity.FUTURE RESEARCHThe present study begins to outline website features and content that may be related to the formation of job seekers' organizational culture impressions, but much additional research in this area is needed before any definitive conclusions can be drawn. Specifically, we hope that future researchers will manipulate portions of websites identified in this study as having a potential impact on viewers' perceptions in both con trolled laboratory and field environments. Such studies would permit causal conclusions to be drawn regarding the efficacy of different website features and content for creating various culture perceptions. In addition, research is needed toaddress the relative effects of organizational culture impressions on applicants' job-pursuit intentions when compared to more traditional factors, such as pay and benefits. Finally, another promising yet slightly different avenue for future research is to investigate the effectiveness of organizational recruitment websites in attracting top quality applicants relative to traditional recruitment sources (e.g., such as recruiters and newspaper advertisements). It is clear that the Internet will be a significant source of information for potential job applicants in the future. However, many questions remain regarding the precise role of this medium in the recruitment process.。