薪酬管理翻译
人力资源管理英语词汇
以下是一些与人力资源管理相关的英语词汇，附带对应的中文翻译：1. Human Resources (HR) - 人力资源2. Talent Acquisition - 人才招聘3. Recruitment - 招聘4. Onboarding - 入职培训5. Offboarding - 离职管理6. Job Analysis - 岗位分析7. Job Description - 岗位描述8. Job Specification - 岗位规格9. Compensation and Benefits - 薪酬与福利10. Employee Engagement - 员工参与11. Performance Appraisal - 绩效评估12. Performance Management - 绩效管理13. Employee Training and Development - 员工培训与发展14. Succession Planning - 继任计划15. Career Development - 职业发展16. Workforce Planning - 劳动力规划17. Employee Relations - 员工关系18. Employee Satisfaction - 员工满意度19. Diversity and Inclusion - 多元化与包容性20. Employee Retention - 员工保留21. HR Policies - 人力资源政策22. Labor Law - 劳动法23. Equal Employment Opportunity (EEO) - 平等就业机会24. Workplace Safety - 工作场所安全25. Employee Handbook - 员工手册26. Staffing - 人员配置27. Job Evaluation - 岗位评估28. Work-life Balance - 工作与生活平衡29. Flexible Work Arrangements - 弹性工作安排30. Employee Recognition - 员工认可31. Grievance Handling - 申诉处理32. HR Metrics - 人力资源指标33. HRIS (Human Resources Information System) - 人力资源信息系统34. Wellness Programs - 健康管理项目35. Employee Benefits Package - 员工福利计划36. Employee Assistance Program (EAP) - 员工援助计划37. Conflict Resolution - 冲突解决38. HR Compliance - 人力资源合规39. Job Rotation - 岗位轮换40. Organizational Culture - 组织文化41. HR Audit - 人力资源审计42. Employer Branding - 雇主品牌塑造43. HR Strategy - 人力资源战略44. Collective Bargaining - 集体谈判45. Inclusive Hiring - 包容性招聘46. Recruitment Metrics - 招聘指标47. HR Analytics - 人力资源分析48. Remote Work Policies - 远程工作政策49. Diversity Training - 多元化培训50. Exit Interviews - 离职面谈51. Workforce Diversity - 劳动力多样性52. Flexible Spending Account (FSA) - 弹性支出账户53. Health Savings Account (HSA) - 健康储蓄账户54. COBRA (Consolidated Omnibus Budget Reconciliation Act) - 库布里克法案（美国医疗保险法）55. Furlough - 临时休假56. Talent Management - 人才管理57. Labor Relations - 劳资关系58. Absence Management - 缺勤管理59. Employee Benefits Specialist - 员工福利专员60. HR Consulting - 人力资源咨询61. HR Specialist - 人力资源专员62. HR Generalist - 人力资源综合专员63. HR Manager - 人力资源经理64. HR Director - 人力资源总监65. HR Coordinator - 人力资源协调员66. Recruiter - 招聘专员67. Headhunter - 猎头68. Compensation Analyst - 薪酬分析师69. Workplace Harassment Training - 工作场所骚扰培训70. Employee Privacy Policy - 员工隐私政策71. HR Outsourcing - 人力资源外包72. HR Technology - 人力资源科技73. HR Software - 人力资源软件74. HR Best Practices - 人力资源最佳实践这些词汇涵盖了人力资源管理领域的关键概念，有助于理解和应用相关术语。
薪酬管理 专业术语及英文翻译
第一章薪酬管理总论报酬reward薪酬compensation总薪酬total compensation薪酬管理compensation administration直接薪酬direct compensation间接薪酬indirect compensation基本薪酬basic pay可变薪酬variable pay员工福利employee benefit人力资源管理human resource management第二章战略性薪酬管理经营战略business strategy竞争战略competition strategy战略性薪酬管理strategic compensation administration全面薪酬战略total compensation strategy全面报酬战略total reward strategy第三章职位薪酬体系与职位评价职位薪酬job-based pay职位分析job analysis职位描述job description职位规范job specification职位评价job evaluation报酬要素compensable factor排序法ranking method分类法classification method要素计点法point -factor method职位结构job structure要素比较法factor comparison method第四章技能和能力薪酬体系深度技能depth skill广度技能breadth skill工作设计job design技能等级skill level技能认证skill certification技能薪酬体系skill-based pay system胜任能力competency胜任能力模型competency model能力薪酬competency-based pay第五章薪酬水平及其外部竞争性薪酬水平pay level外部竞争性external competitiveness薪酬领袖政策lead policy市场追随政策match policy拖后政策lag policy混合政策hybrid policy劳动力市场labor market薪酬调查total compensation survey工作搜寻理论job search theory信号模型理论signaling theory补偿性工资差别理论compensating differentials theory 效率工资理论efficiency wage theory保留工资理论reservation wage theory第六章薪酬结构设计薪酬结构pay structure薪酬内部一致性internal consistency薪酬区间中值midpoint of grade薪酬比较比率compa-ratio薪酬区间渗透度range penetration薪酬区间叠幅range overlap薪酬中值极差midpoint difference宽带型薪酬结构broad-banding structure薪酬变动范围(区间）salary range第七章绩效奖励与认可计划利润分享计划profit sharing plans收益分享计划gain sharing plans成功分享计划success sharing plans股票所有权计划stock owns plans标准工时计划standard hour plan员工持股计划ESOP绩效加薪merit pay一次性奖金lump sum bonus绩效奖励计划pay for performance plans个人绩效奖励计划individual incentive plans群体绩效奖励计划group incentive plans提案建议制度suggestion system特殊绩效认可计划special performance recognizing plans 直接计件工资计划straight piece rate plan差额计件工资计划differential piece rate plan第八章员工福利管理员工福利employee benefit法定社会保险social insurance养老保险pension benefit失业保险unemployment insurance医疗保险medical insurance工伤保险injury insurance员工服务福利employee services弹性福利计划flexible benefit plans福利规划benefit planning福利沟通benefit communication生育保险maternity insurance福利管理benefit administration生育保险maternity insurance福利管理benefit administration企业补充养老金计划complementary pension plans团体人寿保险计划group life insurance plans健康医疗保险计划health care insurance plans第九章特殊员工群体的薪酬管理特殊员工群体special groups销售人员sales force专业技术人员professionals外派员工expatriate管理人员manager佣金制commission system成熟曲线maturity curve双重职业发展通道dual career path第十章薪酬预算、控制与沟通薪酬预算total compensation budget宏观接近法macro-approach method微观接近法micro-approach method薪酬控制compensation control薪酬沟通compensation communication。
薪酬管理外文文献翻译
薪酬管理外文文献翻译The existence of an agency problem in a corporation due to the separation of ownership and control has been widely studied in literatures. This paper examines the effects of management compensation schemes on corporate investment decisions. This paper is significant because it helps to understand the relationship between them. This understandings allow the design of an optimal management compensation scheme to induce the manager to act towards the goals and best interests of the company. Grossman and Hart (1983) investigate the principal agency problem. Since the actions of the agent are unobservable and the first best course of actions can not be achieved, Grossman and Hart show that optimal management compensation scheme should be adopted to induce the manager to choose the second best course of actions. Besides management compensation schemes, other means to alleviate the agency problems are also explored. Fama and Jensen (1983) suggest two ways for reducing the agency problem: competitive market mechanisms and direct contractual provisions. Manne (1965) argues that a market mechanism such as the threat of a takeover provided by the market can be used for corporate control. "Ex-post settling up" by the managerial labour market can also discipline managers and induce them to pursue the interests of shareholders. Fama (1980) shows that if managerial labour markets function properly, and if the deviation of the firm's actual performancefrom stockholders' optimum is settled up in managers' compensation, then the agency cost will be fully borne by the agent (manager).The theoretical arguments of Jensen and Meckling (1976) and Haugen and Senbet (1981), and empirical evidence of Amihud andLev (1981), Walking and Long (1984), Agrawal and Mandelker (1985), andBenston (1985), among others, suggest that managers' holding of common stock and stock options have an important effect on managerial incentives. For example, Benston finds that changes in the value of managers' stock holdings are larger than their annual employment income. Agrawal and Mandelker find that executive security holdings have a role in reducing agency problems. This implies that the share holdings and stock options of the managers are likely to affect the corporate investment decisions. A typical management scheme consists of flat salary, bonus payment and stock options. However, the studies, so far, only provide links between the stock options and corporate investment decisions. There are few evidences that the compensation schemes may have impacts on thecorporate investment decisions. This paper aims to provide a theoretical framework to study the effects of management compensation schemes on the corporate investment decisions. Assuming that the compensation schemes consist of flat salary, bonus payment, and stock options, I first examine the effects of alternative compensation schemes on corporate investment decisions under all-equity financing. Secondly, I examine the issue in a setting where a firm relies on debt financing. Briefly speaking, the findings are consistent with Amihud and Lev's results.Managers who have high shareholdings and rewarded by intensive profit sharing ratio tend to underinvest.However, the underinvestment problem can be mitigated by increasing the financial leverage. The remainder of this paper is organised as follows. Section II presents the model. Section HI discusses the managerial incentives under all-equity financing. Section IV examines the managerial incentives under debt financing. Section V discusses the empirical implications and presents the conclusions of the study.I consider a three-date two-period model. At time t0, a firm is established and goes public. There are now two kinds of owners in the firm, namely, the controlling shareholder and the atomistic shareholders. The proceeds from initial public offering are invested in some risky assets which generate an intermediate earnings, I, at t,. At the beginning, the firm also decides its financial structure. A manager is also hired to operate the firm at this time. The manager is entitled to hold a fraction of the firm's common stocks and stock options, a (where0<a<l), at the beginning of the first period. At time t,, the firm receives intermediate earnings, denoted by I, from the initial asset. At the same time, a new project investment is available to the firm. For simplicity, the model assumes that the firm needs all the intermediate earnings, I, to invest in the new project. If the project is accepted at t,, it produces a stochastic earnings Y in t2, such that Y={I+X, I-X}, with Prob[Y=I+X] = p and Prob[Y=I-X] = 1-p, respectively. The probability, p, is a uniform density function with an interval rangedfrom 0 to 1. Initially, the model also assumes that the net earnings, X, is less than initial investment, I. This assumption is reasonable since most of the investment can not earn a more than 100% rate of return. Later, this assumption is relaxed to investigate the effect of the extraordinarily profitable investment on the results. For simplicity, It is also assumed that there is no time value for the money and no dividend will be paid before t2. If the project is rejected at t,, the intermediate earnings, I, will be kept in the firm and its value at t2 will be equal to I. Effects of Management Compensation Schemes on Corporate Investment Decision Overinvestment versus UnderinvestmentA risk neutral investor should invest in a new project if it generates a positiexpected payoff. If the payoff is normally or symmetrically distributed, tinvestor should invest whenever the probability of making a positive earninggreater than 0.5. The minimum level of probability for making an investment the neutral investor is known as the cut-off probability. The project will generzero expected payoff at a cut-off probability. If the investor invests only in tprojects with the cut-off probability greater than 0.5, then the investor tendsinvest in the less risky projects and this is known as the underinvestment. Ifinvestor invests the projects with a cut-off probability less than 0.5, then tinvestor tends to invest in more risky projects and this is known as thoverinvestment. In the paper, it is assumed that the atomistic shareholders risk neutral, the manager and controlling shareholder are risk averse.It has been argued that risk-reduction activities are considered as managerial perquisites in the context of the agency cost model. Managers tend to engage in these risk-reduction activities to decrease their largely undiversifiable "employment risk" (Amihud and Lev 1981). The finding in this paper is consistent with Amihud and Lev's empirical result. Managers tend to underinvest when they have higher shareholdings and larger profit sharing percentage. This result is independent of the level of debt financing. Although the paper can not predict themanager's action when he has a large profit sharing percentage and the profit cashflow has high variance (X > I), it shows that the manager with high shareholding will underinvest in the project. This is inconsistent with the best interests of the atomistic shareholders. However, the underinvestment problem can be mitigated by increasing the financial leverage.The results and findings in this paper provides several testable hypotheses forfuture research. If the managers underinvest in the projects, the company willunderperform in long run. Thus the earnings can be used as a proxy forunderinvestment, and a negative relationship between earningsandmanagement shareholdings, stock options or profit sharing ratiois expected.As theunderinvestment problem can be alleviated by increasing the financialleverage, a positiverelationship between earnings and financial leverage isexpected.在一个公司由于所有权和控制权的分离的代理问题存在的文献中得到了广泛的研究。
薪酬管理体系中英文对照外文翻译文献
薪酬管理体系中英文对照外文翻译文献XXX people。
XXX enterprise management。
as it has a XXX attract。
retain。
and motivate employees。
particularly key talent。
As such。
it has XXX。
retain。
objective。
XXX on the design of salary XXX.2 The Importance of Salary System DesignThe design of a salary system is XXX's success。
An effective salary system can help attract and retain employees。
XXX。
XXX them to perform at their best。
In contrast。
a poorly designed salary system can lead to employee n and XXX。
which can XXX.To design an effective salary system。
XXX factors。
including the industry。
the enterprise's size and stage of development。
and the specific needs and goals of the XXX。
XXX.3 XXXXXX。
XXX incentives can help align the XXX with those of the enterprise and its shareholders。
XXX to perform at their best.When designing equity incentives。
人力资源管理薪酬管理中英文对照外文翻译文献
人力资源管理薪酬管理中英文对照外文翻译文献(文档含英文原文和中文翻译)Payment managementSince the end of the 20th century, the emerging new economy of the modern enterprise human resources management, including the management pays a higher demand. Economic globalization increasing adaptability, innovation and competitiveness, the right talent management imposed a terrible pressure. The value of expertise was recognized and integrated into the organization and day-to-day management to cope with pressure; unique intellectual capital as a factor of production, replacing wooden side-by-side human capital in the industry, the financial capital in 1997. All these have business or pay Management will bring fundamental changes, which are mainly embodied in the following aspects abuse.Integration in the global economy, trends in the knowledge-based economy, human resources has become the organization to acquire and maintain competitive advantage in key elements. So talent competition will be on a global scale by launching more intense, within the area of human resources are the most direct consequences of the contest is to pay Slumps. All competitors had to pay is higher than the average market price of the salaries, resulting in human resources rolling rising prices. Echoing this, the profit distribution pattern will have a tremendous transformation, knowledge - has value, personnel labor is the voice of increasingly strong gains will be more widely shared and not overly concentrated. Organization of human resources must take a more serious attitude and generous to pay greater human capital investment.Traditional working theory of value will gradually to the market value on transition. Rely on the work of analysis and calculation of the value of traditional working practices will be at a higher level, pay to reflect moreknowledge of the demands of a market economy, the management will pay the creation of a dynamic analysis system to adapt to changing market demand.Salaries and benefits design, design flexibility and multi-track system will become more popular, which contains the rules will be more complicated. "disinter grate" phenomenon will become more common. The salary management, human design colors will be more concentrated, delivered psychological principles rather than principles of economics will play a more important role. Based mainly in the mental age of the knowledge economy, the pay is not purely economics calculation. And even more importantly is the psychology. The meaning will pay more attention to the value rather than the economic value.To stock options as the main form of capital allocation in the future people pay the proportion will continue to expand. And become dominant pattern. Recently, some even offered to natural capital, including environmental, ecological and other non-monetary incentives as a means to the means.Online evaluation and online payments will be part of the enterprises has been highly appreciated. With the advent of the Internet, broadband, wireless communications and technological development, people's work patterns, staff and the concept of enterprise mode of operation will change very much. Working Families, flexible work system and virtual enterprises will become a fashion, by a part of the corporate bandwagon. Online assessment and on-line payment will be widely used many enterprises.The meaning of compensation and compensation managementSalaries and pay the content management Compensation is that the staff turn towards the organizations to provide labor or services and access to various forms of reward or return, is organization paid to their employees of all labor remuneration. Compensation management is the process of enterprise managers refers to the remuneration paid standards of staff, the level of theelements to determine thestructure, distribution and adjustment. The respect of traditional compensation management is material reward, with little consideration on the behavioral characteristics of manager; Moreover modern compensation management shifted the focus to the development of human resources and use, it takes the process of material reward of management and encouraging staff closely fall together ,turn into a unified organic whole.The influence factors of Compensation management Modern compensation management researchers found that the impact of the compensation management have a lot of factors, which can be primarily summed up in the four following factors.(1)External environment factorsImpacting compensation management to the external environment factors including:①Economic environment. Macroeconomic situation and development trend will affect the human resources policy formulation and adjustment.②Social environment. The change of social values will lead to the organization's staff mentality changed: With the staff's level of education and skills enhancement, the compensation system of enterprises must make out the appropriate adjustments for employees of these social changes.③Political environment. Human resources management is always a certain social and political conditions for the environment, must reflect the spirit of country(enterprises) according to law.④Technological environment. Technology environment including the whole process from raw materials and products to the market. In the process from raw materials to the products, any technological breakthroughs and improvements, and the staff of enterprises will all have a tremendous impact, therefore, enterprises must continuously reform the compensation system, to mobilize the enthusiasm of key personnel, the introduction of technology and retain the key personnel, encourage technological innovation, in order to gain the competitive advantages of technology, talent and innovation for enterprises.(2)Organization internal factorsInfluence the organizations of compensation management specific internal factors include : the compensation management of financial capability, human resources and remuneration policies, the scale of enterprises, the culture of enterprises, the structure of enterprises (or flat-level type), and faced life cycle of the specific stages.(3)Work factorsThe influence of work factors of compensation management specific including: work environment, labor intensity, and complexity of the initiative, and challenges and so on. (4)Individual factorsThe impact of individual actors of compensation management including: the laborers’ personal ability, personality, character traits and values, seniority, performance, experience, education, the development potential.In summary, the pay is an integrated with the four elements harmony of management, environment, organizations, and individuals, and continuously the process of effective use, in this process, employees gained the satisfaction and a sense of achievement on labor reward and job, and organizations will complete its goals.The structure, quality and function of compensation, and the motivation theory of compensation .The structure, quality and function of compensationThe structure of compensation Compensation is a complex economic and social phenomenon from different angles can perform various classifications. According to the mechanism of compensation, it can divide into internal and external compensation. (1) Internal compensation Internal compensation means the staff by virtue of their own hard work to get honor, success and liability. Internal compensation include : participation in the decision-making rights, individuals to play the potential job opportunities, independence and freedom to arrange their working hours, more terms, more interested in the work, personal development opportunities, diversification of activities.(2) External compensationExternal compensation means enterprises according tothe staff for the size of contribution they made and that paid the various forms of income to the staff. Its specific manifestations are varied, including wages, bonuses, benefits, allowances and other specific forms: ① Wages .employees as long as works in enterprises, we will be able to get a regular fixed amount of labor remuneration. The narrow wages paid to workers refer to the monetary reward. From the meaning of generalized wages, including laborers monetary and all the remuneration of non-monetary forms. It is now commonly referred to wages, generally refers to generalized wages. As the wages of staff basi c compensation, the basic amount fixed, it provides a more stable source of income to the employees, and meet the minimum needs of life to staff. ②Incentives. Incentives refers to the organization to provide staff with the efforts beyond the normal labor or labor and compensation paid to employees, including its dividend, profit sharing and usually refer to the bonus content. ③Welfare. Welfare also has broad and narrow, the broad welfare includes wages. The narrow welfare refers paid to the staff in addition to wages or salaries and other forms of remuneration, and more to pay in Physical or the form of services, such as social insurance (life insurance, unemployment , endowment insurance, etc.) the free and discounted of work meal, preferential housing, t he provision of free or low-priced canteens bathhouse, clubs, and so on.④Subsidy. Subsidies refers to the wage or salary of enterprises difficult to complete, accurately reflect the situation or the special working conditions of staff and job characteristics and the specific conditions of the additional pay and the cost of living paid staff compensation. These circumstances are: the working environment is detrimental to staff health; The work cause possibility of larger harm to staff; employees involved in the community in some seemingly decent work and so on. People usually associated with the allowance as compensation, and the compensation linked to life as subsidies. According to the compensation defined as the fundamental basis of the compensation classification, the pay can be divided into time, piece-work payand outstanding achievement compensation. In addition, according to the compensation whether the monetary form can be obtained directly, divided into monetary and non-monetary remuneration.The quality and function of compensation.(1)The quality of compensationPay is the same as commodity money contact to a ing the two angles as following to define the quality of compensation. From the point of view of productivity, it is production or other economic activities of human labor input the monetary funds manifestations, is the final cost of the product components. In the conditions of market economy, enterprises mainly through paid to the accounting or measuring production and other economic activities of human labor consumption. Due to the pressure of competition, enterprises must consider cutting labor costs.From the point of view of the relations of production, compensation for the income distribution reflects the outcome of the staff was the allocation of shares. Under the current social system of our country, compensation is the main sources to the means of subsistence consumption of workers. It have a major impact on the level of consumption and the consumption structure , and consumption actually is the process of reproduction labor, reproduction of labor also has an important influence in the next phase of production. Therefore, the compensation’s level has great significance for sustained and stable increase production or promote other economic activities.Such a dual character of compensation, it decided that the compensation management is actually reduce expenditure and income distribution on production costs and that continued to improve pay levels of this contradiction and make an adjustment.(2)The function of compensation The function of compensation may from the enterprises, workers and social aspects to inspect: ①From the point of view of the enterprises, compensation has the following functions: First, the increment functions. Compensation is not only the costs of purchase labor byenterprises, as well as the investment of live working , it will give employers greater than expected cost benefits. The existence of such benefit, provided the impetus mechanism of labor employment and investment labor for the enterprises. Second, the promoting functions. Compensation is a evaluation of workers and operators’ performance, reflect the quality and quantity conditions of work. Therefore, the compensation can promote staff constantly improve their work efficiency and enthusiasm. Third, the coordination functions. While the movement of compensation, put the organization's goals and intentions of managers to employees, correspond the relationship between staff and enterprises, and promote the consi stent of staff’ action and enterprises correspond. On the other hand, the reasonable of compensation’ differentials and structure can effectively mediate the conflict between the employees, and harmony the human relationships. ②From the point of view of the employee, compensation has the following functions: First, the reproduction of labor ensure functions. Staff through the labor and services exchange for compensation, so that they could meet the need of food, clothing, shelter, with the basic needs of life, thereby achieving a reproduction of labor force. Second is to achieve functional value. Compensation is an evaluation for enterprises to pay for their employees, also is the recognition of staff capability and level, is the returns of the implement of individuals value, and the signal of successful promotion, it reflects the employees’ relative position and function in enterprises, it can make the staff have a sense of achievement and satisfaction, and thus inspire greater enthusiasm for the work. Third，reasonable compensation will be strong the trust of enterprise by staff ,buildup the expected increase risk of psychological sense of security and a sense of security for the staff. ③From the point of view of the social, compensation has the relocate function of labor force resources for the social. Most people will be willing to the higher compensation regions, departments and the post. As a manager can use the difference compensation to guide human resourcesreasonable flow, promote the effective distribution for human resources, implement the human resources development and maximize efficiency. In addition, compensation also can apply the occupational value and types of work by people, compensation level to a certain extent reflect the types of work or social values, thereby adjust the people's occupational aspirations and the flows of obtain employment.The Motivation theory of compensation Compensation has always been an attention task, it is not merely related to each person's personal interests, is involved in every organization, the whole community, and even the entire country's socio-economic development. Therefore, compensation is that foreign scholars have always been an important research subject. The Motivation theory of compensation is the basis of the compensation management theory. Motivation is the most important and most basic functions in compensation. How to use the compensation to motivate the staff’ efficiency and enthusiasm, is the core content of compensation study, design and compensation management. Reasonable, fair and competitive compensation is the most important factors to encourage the employees to work hard. Reasonable, and effective compensation management mechanism between prompting is a benign interaction. Effective compensation mechanism must motivate the staff use higher quantity and quality to completed tasks, and higher quantity and quality of work must bring higher compensation. Motivation is a psychology concept, in its essence, it is said that some motivation by the reasons, some occurred motive acts is produced. For example, the same person, why do their sometimes work actively, and sometimes flagging spirit and no mood to work, or even negative go slow? Now, put the motivation concept into management practice, endow a new meaning. That is motivation is a spiritual power or state, the staff has stepped up, inspire and promote the role and instruction or guidance staff conduct at the organization's goals. Therefore, not only to study some kind of motivationhow is, more crucial to examine how to promote the management of a particular object have the motivation how to guide them with their full force to achieve a particular goal. Today's society, more and more motivation by many managers in the implementation guidance and leadership is seen as an important method thus effectively integrate human, using technology to achieve reunification of all employees ,it will also make the personal ease of mind, the achievement of organizational objectives.In the understanding the basis of human, and many scholars research the needs and conduct of human, But it has the same purpose of the study, namely : how to inspire motivation, how to analyze needs, how to determine action, adopted to meet the needs of the people to achieve their basic objective, so as to achieve an effective motivation. At present, domestic and foreign scholars have recognized the main motivation theory: Hierarchy of Needs Theory, Two-factor theory, Equity Theory, Expectancy theory of motivation. This text simply introduce Hierarchy of Needs Theory and Expectancy theory of motivation.Hierarchy of Needs TheoryMaslow put forward the hierarchy of needs theory, it thinks that the needs of human is arisen with the arrangement form, from the junior programs need to begin to move upwards to senior needs. Maslow thinks that it generally has five levels of needs in social life by people: physiological needs, security needs and society needs, respect needs and self-actualization needs.Maslow also considers that when a need to be met, and a higher level of need will occupy the dominant position, the individual needs of the layer to rise. From the point of motivation, no a need will be fully met, However, as long as the meeting is part of the individual will to pursue other aspects of their needs. According to Maslow's view, if we want to inspire someone, it is imperative to understand which hierarchy of needs by the person, then focused on meeting the needs of this level or above this level needs. Maslow's theory gained all-pervading recognition, especially gained the recogniztion from practice by many managers. This is mainly due to the theorysimple and clear, easy to understand the inherent logic. Its maximize usefulness lies in the fact that it points out the need for every person. As managers, in order to effectively, it is necessary to understand their subordinates what is need to meet.Expectancy theory of motivationExpectancy theory of motivation is proposed by Fulumu(V. H. Vroom) who is the United States psychologists. The basic viewpoints of Expectancy theory of motivation is: People expect their actions will help to achieve a certain target circumstances, will be incentive to do certain things together to achieve our goals. Performance is the three function of perceived: expectations, relevance and potency. From the point of view of psychological, Expectancy theory of motivation has three specific psychology relation:First, Effort-performance linkage refers to the perception of individuals through efforts to achieve the desired performance tarts possibility. Second, Performance-reward linkage is a person through a certain level of the efforts to achieve the desired level of pay determined.Finally, Reward attractiveness shows the achievement of the expected results or remuneration received by the individual concerned how much importance. As enterprise managers, Expectancy theory of motivation provides such a management way: every employees in the three psychological linked to the drive, the choice and tropism usually through the four steps :First, the work brings what results to the staff.Second, the results has how much more attractive to the staff.Third, achieve this result, what need to do by the staff.Fourth, From the point of view of staff, achieve such a result needs how much probability of success.Nanjing DE valve factory the problems and causes of compensation management and the analysis of problemCompensation system lack of strategic thinkingIn the reform process of state-owned enterprise, the internal reform of the compensation system is always the summit concerned by all the levels of managers. The reform ofenterprises compensation system throughout the entire process of state-owned enterprises reform. While managers at all levels pay great attention to design and pay system reform in China but the majority of businesses pay system still faced with many problems and shortcomings at present, and many enterprises’ employees is not high satisfaction of the compensation system, the compensation system of enterprises has failed to play the role of incentive, didn’t become the norm to workers. Like other state-owned enterprises. When the Nanjing DE valve factory carry through the compensation management, also not fully understand that the compensation system of enterprises must support and services to the enterprise's strategic goals. Greater extent on the existence of compensation to compensation, distribute the Equity and reasonable into the reform and development process as a goal and not what kind of compensation system will be favorable to corporate strategy and the implement of human resource strategy, Nanjing DE valve factory do not from their own strategies and the overall human resources strategy starting to reform and improve the compensation system, and do not foothold in the enterprise business strategy and human resources strategy, according to labor market, Finally formed enterprises compensation management system. Enterprises lack of management experience in professional human resources management sector in the medium and long term development strategy of Research and decomposition to the enterprise, according to the external market and the development of enterprises and work out development strategies that suit the salary management system, lack of study on compensation management. Although enterprises also pay a certain of reform for compensation system in recent years, but these reforms are not from the height of corporate strategy and the enterprise fails to reflect the strategic objectives and positioning.The illogicality structure of compensation, with the disjoint of market level Due to the inference of traditional structure and the traditional concept,the existing compensation structure of enterprise is relatively average, no reasonable began gap, the price of enterprises compensation and labor market detached from the price of labor market, key positions in the compensation level below the external market compensation level and without external competition; And non-key positions in the compensation higher than the market level. The compensation of ordinary workers is higher than the market price. From the exterior, non-key positions ordinary workers of enterprise whose compensation their salary level higher than the average level in society, one side it increases the cost of human and waste the limited financial of enterprises, as ordinary employees in the labor market, especially in the large population of urban areas is a serious oversupply. There is absolutely no need to pay their high compensation, even paid high wages to stimulate all their enthusiasm, but is not worth from the input and output view of the relative efficiency , form the internal, non-critical positions in higher compensation levels, contrast, key positions on the low compensation levels, it will increase the sense of unfairness in key positions, in the important positions of workersThe staff of some key posts and important positions of the enterprise, their compensation were lower than the prices of market compensation. As we all know, the compensation level of enterprises in the talent market, and even the whole society should certainly attractive, In order to attract and retain talent, it can be overcome competitors. For first-rate talent should be given first-class return. If the key employees and the core staff income lower than the standards of social level, external competitiveness will be relatively weak, it will make the enterprises fail to hold the human, and led to serious unreasonable human resource structure in the enterprise. From the circumstances of investigation by us, on the one hand, many employees discontent the existing compensation system in the reflected rewards; On the other hand, there are many staff can not correctly deal with the compensation gap. Staff on the compensation gap issue of love and hate, this bring a bigresistance to the reform of compensation, even though the good idea is hardly to implement.As enterprise managers, are not to break the original pattern, the result is to make the large contribution of staff and Core staff lost their jobs initiative and creativity, even cause the missing of talent in the enterprises.The re-engineering of compensation management system Nanjing DE valve factory .The ideas of design of compensation system in Nanjing DE valve factory Through the design of compensation in Nanjing DE valve factory, which broke the original pattern of the compensation system, re-designing the compensation structure, recycling a compensation, under a new establishment of the guidance of modern theory of incentives, enterprise operations and staff compensation levels closely fall together, combine the income of employees and work performance closely, It will be able to maximize the mobilization of staff enthusiasm, initiative and creativity, strengthen the staff of responsibility and urgency, improve work efficiency, increase performance, make greatest contribution to meet the development goals of enterprise, to adapt the changes in the internal and external environment, protect the long-term stable and healthy development of the new compensation system. During the process of design of compensation system, and strive to achieve the following objectives: Providing a basic ideas and framework for the compensation of distribution to the enterprises, reasonable structure, strong maneuverability; give priority to efficiency and give consideration to fairness; adhere to equal compensation for equal work, embodied rewards; at the same time, appropriate increasing the total compensation, reasonable widening income gaps.The compensation of production quality piecework system of frontline staff(1)Basic ideas There are 195 front-line workers in the factory, such as latheman, miller, planer, grinder, locksmith and so on, their compensation carry out The compensation of piecework system. Compensation qualitypiecework system is designing for the operation staff, operation staff workload can be directly calculated. Therefore it can use the work measure to account their wages. The compensation of piecework system is that in accordance with the quantity production of qualified products or the volume of completed work by staff, according to a prescribed price calculation piece of a kind of compensation.(2) The structure of compensationIts calculation : The compensation of piecework of frontline production staff per month= The compensation of posts standard ×The completion rate of target output × The completion rate of target cost ×quality coefficient + skills wages + allowance. On one hand, take the compensation of posts standard to maintain the basic completion; On the other hand, the employees revenue linked to the personal performance appraisal. Of which: The completion rate of target output target completion rate = actual output of the month / target yield of the month × 100% The completion rate of target cost = actual cost of the month / target cost of the month × 100% Actual cost = the cost of raw materials +the dynamic power of electric power + wages and the cost surcharge + depreciation + other costs. Quality coefficient: its benchmark value is 1, every workshop section for quality records per day, According to the quality coefficient of assess standard to add or button at the end of month, and gain the quality coefficient of the month. Quality coefficien t = 1.00 – the withheld coefficient of the month + the increase coefficient of the month①Established the compensation standards of posts According to the post of technical difficulty, and intensity of work, working conditions and responsibilities for the size to determine the level posts, different levels to determine the different of the compensation standards of posts. ②Determine the compensation of skills The compensation of skills through technical levels to identify and technical level by the technical assessment results to determine. Under the results of technical evaluation, it will be divided into five technical grade. ③Determination the allowances of postsThe monitor and the teacher is。
薪酬管理外文翻译--薪酬为效益而支付？政府章程和薪酬之间的关系
中文5367字本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录摘要 (1)1 简介 (2)2SEC所公布的薪酬规则以及在162(m)章程中的I.R.C部分 (5)3数据的收集 (6)5 CEO的薪酬对股东所产生的影响 (6)6持有人和股东的目标 (8)7结论 (9)薪酬为效益而支付？政府章程和薪酬之间的关系出处：Journal of Financial Economics 62 (2001) 453–488摘要SEC 组织要求公开国会在1992～1993年间所制定的关于收入超过一百万美元薪酬的人员的税收决议, 即关于国内税中的税收代码为162(m)的税收的决议。
我们在审查这些因章程的改变其薪酬结构也会发生变化的大小样本企业的证据时发现: 许多百万美元的企业都以减少了员工的薪酬来回应162(m)政策，同时发现，企业员工薪酬的增长率也普遍下降了。
不仅如此，在1993年，企业的许多岗位也受到了该章程的影响。
我们进一步发现，在1993年后，许多企业的奖金和总薪酬对股票的收益越来越敏感了。
我们还发现：我们对其他的控制因素一旦影响了CEO们的工作热情，CEO对其财富的担心也会对企业的其他股东的财富产生影响。
资料显示：那些收入处于在一百万美元附近或者高于一百万美元薪酬的CEO在1993～1996年间对章程的敏感性有增长的趋势。
总之, 我们的研究结果显示, 一些企业会以减少了薪金来回应162(m)章程的出台。
更加重要地是, 当企业受到了162(m)的影响，CEO的那些与企业效益相关的年薪所受到的影响也会随之增加。
关键词：CEO报酬，规章，合同，公司治理1简介CEO的薪酬最近常被公众和学术研究者进行评论，评论的焦点集中在：CEO 的薪酬和公司的业绩没有直接挂钩。
像在1999年2月25 日, 政府委员会主席阿伦・Greenspan在国会的讲话就批评了当前的薪酬水平在正常的货币供给水平之外。
薪酬管理 外文翻译
本科毕业设计（论文）外文参考文献译文及原文学院经济管理学院专业工商管理年级班别学号学生姓名指导教师年月日目录1薪酬管理的涵义与内容 (1)1.1 薪酬管理的涵义 (1)1.2 薪酬管理的内容 (1)2薪酬管理的历史考察 (3)2.1 专制阶段 (3)2.2 “温情主义”阶段 (3)2.3 科学管理阶段 (3)2.4 现代管理阶段 (4)3薪酬管理的发展趋势 (6)3.1 企业人力成本将逐步上升 (6)3.2 薪酬制度的依据将更多地反映市场而不是工作本身的价值 (6)3.3 薪酬福利设计更富弹性并走向多轨化 (6)3.4 薪酬分配形式由货币主导型向资本主导型过渡 (6)3.5 薪酬支付方式将呈现多样化 (7)1 Management salaries of the meaning and content (8)1.1 Salary Management meaning (8)1.2 Content of salary management (8)2 Salary management historical inspection (11)2.1 Despotic stage (11)2.2 "Paternalism" stage (11)2.3 Scientific management stage (12)2.4 Modern Management stage (12)3 Salary management development tendency (14)3.1 The enterprise manpower cost gradually will rise (14)3.2 The salary system basis more will reflect the market but will not be works itselfvalue (14)3.3 A salary welfare design richer elasticity and moves towards the multi-axles (15)3.4 Salary assignment form by currency leadership to capital leadership transition (15)3.5 The salary payment way will present the diversification (15)1 薪酬管理的涵义与内容1.1薪酬管理的涵义企业的薪酬管理，就是企业管理者对本企业员工报酬的支付标准、发放水平、要素结构进行确定、分配和调整的过程。
各种职位的英文翻译
各种职位的英文翻译 IMB standardization office【IMB 5AB- IMBK 08- IMB 2C】各种职位的英文翻译qa是英文quality assurance 的简称，中文含义是质量保证；qc是英文quality control的简称，中文含义是质量控制。
IPQC是过程检验工程师 JQE是品质工程师 DQA是设计品保工程师 SQE供货商管理工程师 Administration(行政部分） Administrative Director 行政主管 File Clerk 档案管理员 Executive Assistant 行政助理 Office Manager 办公室经理 Executive Secretary 行政秘书 Receptionist 接待员 General Office Clerk 办公室文员 Secretary 秘书 Inventory Control Analyst 存货控制分析 Staff Assistant 助理 Mail Room Supervisor 信件中心管理员 Stenographer 速记员 Order Entry Clerk 订单输入文员 Telephone Operator 电话操作员 Shipping/Receiving Expediter 收发督导员 Ticket Agent 票务代理 Vice-President of Administration 行政副总裁 Typist 打字员 Executive and Managerial(管理部分) Retail Store Manager 零售店经理 Food Service Manager 食品服务经理 Executive Marketing Director 市场行政总监 HMO Administrator 医疗保险管理 Assistant Store Manager 商店经理助理 Operations Manager 操作经理 Assistant Vice-President 副总裁助理 Production Manager 生产经理 Chief Executive Officer(CEO) 首席执行官 Property Manager 房地产经理 Chief Operations Officer(COO) 首席运营官 Branch Manager 部门经理Controller(International) 国际监管 Claims Examiner 主考官 Director of Operations 运营总监 Controller(General) 管理员 Field Assurance Coordinator 土地担保协调员 General Manager 总经理 Management Consultant 管理顾问 District Manager 市区经理 Hospital Administrator 医院管理 President 总统 Import/Export Manager 进出口经理 Product Manager 产品经理 Insurance Claims Controller 保险认领管理员 Program Manager 程序管理经理 Insurance Coordinator 保险协调员 Project Manager 项目经理 Inventory Control Manager 库存管理经理 Regional Manager 区域经理 Manager(Non-Profit and Charities) 非盈利性慈善机构管理 Service Manager 服务经理 Manufacturing Manager 制造业经理 Vending Manager 售买经理 Telecommunications Manager 电信业经理 Vice-President 副总裁 Transportation Manager 运输经理 Warehouse Manager 仓库经理 Education and Library Science(教育部分) Daycare Worker 保育员 ESL Teacher 第二外语教师 Developmental Educator 发展教育家 Head Teacher 高级教师 Foreign Language Teacher 外语教师 Librarian 图书管理员 Guidance Counselor 指导顾问 Music Teacher 音乐教师 Library Technician 图书管理员 Nanny 保姆 Physical Education Teacher 物理教师 Principal 校长 School Psychologist 心理咨询教师 Teacher 教师 Special Needs Educator 特种教育家 Teacher Aide 助理教师 Art Instructor 艺术教师 Computer Teacher 计算机教师 College Professor 大学教授 Coach 教练员 Assistant Dean of Students 助理训导长 Archivist 案卷保管员Vocational Counselor 职业顾问 Tutor 家教、辅导教师 Auditor 审计师 Accountant 会计员，会计师 Administration Assistant 行政助理 Administrator 行政主管 Assistant Manager 副经理 Assistant Production Manager 副厂长 Business Manager 业务经理Cashier 出纳员 Chief Accountant 总会计主任 Chief Engineer 总工程师 Civil Engineer 土木工程师 Clerk 文员（文书） Director 董事 Electrical Engineer 电气工程师 Executive Director 行政董事 Executive Secretary 行政秘书 Financial Controller 财务总监Foreman 领班，组长 General manager 总经理 Junior clerk 低级文员（低级职员） Manager 经理 Marketing Executive 市场部主任 Marketing Manager 市场部经理 Marketing Officer 市场部办公室主任 Mechanical Engineer 机械工程师 Merchandiser 买手（商人） Messenger 信差（邮递员） Office Assistant 写字楼助理（办事员） Plant Manager 厂长 Production Manager 厂长Quality Controller 品质控制员（质量检查员） Receptionist 接线生（接线员） Sales Engineer 销售工程师 Sales Executive 销售主任 Sales Manager 销售经理 Sales Representative 营业代表 Salesman 推销员 Secretary 秘书 Senior Clerk 高级文员（高级职员） Skilled Worker 熟练技工 Sub-Manager 副经理 Supervisor 主管 Surveyor 测量员 Telex Operator 电传机操作员Translator 翻译员 Typist 打字员AND SALES(市场与销售部分)Vice-President of Sales 销售副总裁Senior Customer Manager 高级客户经理Sales Manager 销售经理Regional Sales Manager 地区销售经理Procurement Manager 采购经理 Procurement Agency 采购代办所Sales Assistant 销售助理Wholesale Buyer 批发采购员Tele-Interviewer 电话调查员Real Estate Appraiser 房地产评估师Marketing Consultant 市场顾问Marketing and Sales Director 市场与销售总监Market Research Analyst 市场调查分析员Manufacturer’s Representative 厂家代表Director of Subsidiary Rights 分公司权利总监Sales Representative 销售代表Assistant Customer Executive 客户管理助理Marketing Intern 市场实习Marketing Director 市场总监Insurance Agent 保险代理人Customer Manager 客户经理Vice-President of Marketing 市场副总裁Regional Customer Manager 地区客户经理Sales Administrator 销售主管Telemarketing Director 电话销售总监Telemarketer 电话销售员Sales Executive 销售执行者Marketing Assistant 市场助理Retail Buyer 零售采购员Real Estate Manager 房地产经理Real Estate Broker 房地产经纪人Purchasing Agent 采购代理Product Developer 产品开发Marketing Manager 市场经理Advertising Coordinator 广告协调员Advertising Assistant 广告助理Ad Copywriter(Direct Mail) 广告文撰写人Customer Representative 客户代表AND MATHEMATICS(计算机部分)Manager of Network Administration 网络管理经理MIS Manager 电脑部经理Project Manager 项目经理Technical Engineer 技术工程师Developmental Engineer 开发工程师Systems Programmer 系统程序员Administrator 局域网管理员Operations Analyst 操作分析Computer Operator 电脑操作员Product Support Manager 产品支持经理Computer Operations Supervisor 电脑操作主管Director of Information Services 信息服务主管Systems Engineer 系统工程师Hardware Engineer 硬件工程师Applications Programmer 应用软件程序员Information Analyst 信息分析LAN Systems Analyst 系统分析Statistician 统计员RESOURCES（人力资源部分）Director of Human Resources 人力资源总监Assistant Personnel Officer 人事助理Compensation Manager 薪酬经理Employment Consultant 招募顾问Facility Manager 后勤经理Job Placement Officer 人员配置专员Labor Relations Specialist 劳动关系专员Recruiter 招聘人员Training Specialist 培训专员Vice-President of Human Resources 人力资源副总裁Assistant Vice-President of Human Resources 人力资源副总裁助理Personnel Manager 职员经理Benefits Coordinator 员工福利协调员Employer Relations Representative 员工关系代表Personnel Consultant 员工顾问Training Coordinator 培训协调员4 EXECUTIVE AND MANAGERIAL(管理部分) Chief Executive Officer(CEO) 首席执行官Director of Operations 运营总监Vice-President 副总裁Branch Manager 部门经理Retail Store Manager 零售店经理HMO Product Manager 产品经理Operations Manager 操作经理Assistant Vice-President 副总裁助理Field Assurance Coordinator 土地担保协调员Management Consultant 管理顾问District Manager 市区经理Hospital Administrator 医院管理Import/Export Manager 进出口经理Insurance Claims Controller 保险认领管理员Program Manager 程序管理经理Insurance Coordinator 保险协调员Project Manager 项目经理Inventory Control Manager 库存管理经理Regional Manager 区域经理Chief Operations Officer(COO) 首席运营官General Manager 总经理Executive Marketing Director 市场行政总监Controller(International) 国际监管Food Service Manager 食品服务经理Production Manager 生产经理Administrator 医疗保险管理Property Manager 房地产经理Claims Examiner 主考官Controller(General) 管理员Service Manager 服务经理Manufacturing Manager 制造业经理Vending Manager 售买经理Telecommunications Manager 电信业经理Transportation Manager 运输经理Warehouse Manager 仓库经理Assistant Store Manager 商店经理助理Advertising Manager 广告经理Travel Agent 旅行代办员Salesperson 销售员Accounting Assistant 会计助理Accounting Clerk 记帐员Accounting Manager 会计部经理Accounting Stall 会计部职员Accounting Supervisor 会计主管Administration Manager 行政经理Administration Staff 行政人员Administrative Assistant 行政助理Administrative Clerk 行政办事员Advertising Staff 广告工作人员Airlines Sales Representative 航空公司定座员Airlines Staff 航空公司职员Application Engineer 应用工程师Assistant Manager 副经理Bond Analyst 证券分析员Bond Trader 证券交易员Business Controller 业务主任Business Manager 业务经理Buyer 采购员Cashier 出纳员Chemical Engineer 化学工程师Civil Engineer 土木工程师Clerk/Receptionist 职员／接待员Clerk Typist & Secretary 文书打字兼秘书Computer Data Input Operator 计算机资料输入员Computer Engineer 计算机工程师Computer Processing Operator 计算机处理操作员Computer System Manager 计算机系统部经理Copywriter 广告文字撰稿人Deputy General Manager 副总经理Economic Research Assistant 经济研究助理Electrical Engineer 电气工程师Engineering Technician 工程技术员English Instructor/Teacher 英语教师Export Sales Manager 外销部经理Export Sales Staff 外销部职员Financial Controller 财务主任Financial Reporter 财务报告人. (Foreign Exchange) Clerk 外汇部职员. Settlement Clerk 外汇部核算员 Fund Manager 财务经理 General Auditor 审计长 General Manager/President 总经理 General Manager Assistant 总经理助理General Manager‘s Secretary 总经理秘书 Hardware Engineer （计算机）硬件工程师 Import Liaison Staff 进口联络员 Import Manager 进口部经理 Insurance Actuary 保险公司理赔员 International Sales Staff 国际销售员Interpreter 口语翻译 Legal Adviser 法律顾问 Line Supervisor 生产线主管 Maintenance Engineer 维修工程师 Management Consultant 管理顾问 Manager 经理 Manager for Public Relations 公关部经理 Manufacturing Engineer 制造工程师Manufacturing Worker 生产员工 Market Analyst 市场分析员 Market Development Manager 市场开发部经理 Marketing Manager 市场销售部经理 Marketing Staff 市场销售员 Marketing Assistant 销售助理 Marketing Executive 销售主管 Marketing Representative 销售代表 Marketing Representative Manager 市场调研部经理 Mechanical Engineer 机械工程师 Mining Engineer 采矿工程师 Music Teacher 音乐教师 Naval Architect 造船工程师 Office Assistant 办公室助理 Office Clerk 职员Operational Manager 业务经理 Package Designer 包装设计师 Passenger Reservation Staff 乘客票位预订员 Personnel Clerk 人事部职员 Personnel Manager 人事部经理 Plant/Factory Manager 厂长 Postal Clerk 邮政人员 Private Secretary 私人秘书Product Manager 生产部经理 Production Engineer 产品工程师 Professional Staff 专业人员 Programmer 电脑程序设计师Project Staff （项目）策划人员 Promotional Manager 推销部经理 Proof-reader 校对员 Purchasing Agent 采购（进货）员Quality Control Engineer 质量管理工程师 Real Estate Staff 房地产职员 Recruitment Coordinator 招聘协调人 Regional Manger 地区经理 Research & Development Engineer 研究开发工程师 Restaurant Manager 饭店经理 Sales and Planning Staff 销售计划员 Sales Assistant 销售助理 Sales Clerk 店员、售货员 Sales Coordinator 销售协调人 Sales Engineer 销售工程师 Sales Executive 销售主管 Sales Manager 销售部经理 Salesperson 销售员 Seller Representative 销售代表 Sales Supervisor 销售监管 School Registrar 学校注册主任 Secretarial Assistant 秘书助理 Secretary 秘书 Securities Custody Clerk 保安人员 Security Officer 安全人员 Senior Accountant 高级会计 Senior Consultant/Adviser 高级顾问 Senior Employee 高级雇员计算机/互联网/通讯 Technology/Internet 首席技术执行官 CTO/VP Engineering 技术总监/经理 Technical Director/Manager 信息技术经理 IT Manager 信息技术主管 IT Supervisor 信息技术专员 IT Specialist 项目经理/主管 Project Manager/Supervisor 项目执行/协调人员 Project Specialist / Coordinator 系统分析员 System Analyst 高级软件工程师 Senior Software Engineer 软件工程师 Software Engineer 系统工程师 System Engineer 高级硬件工程师 Senior Hardware Engineer 硬件工程师 Hardware Engineer 通信技术工程师 Communications Engineer ERP技术/应用顾问 ERP Technical/Application Consultant 数据库工程师Database Engineer 技术支持经理 Technical Support Manager 技术支持工程师 Technical Support Engineer 品质经理 QA Manager 信息安全工程师 Information Security Engineer 软件测试工程师 Software QA Engineer 硬件测试工程师 Hardware QA Engineer 测试员 Test Engineer 网站营运经理/主管 Web Operations Manager/Supervisor 网络工程师 Network Engineer 系统管理员/网管 System Manager/Webmaster 网页设计/制作 Web Designer/Production 技术文员/助理 Technical Clerk/Assistant 销售 Sales 销售总监 Sales Director 销售经理 Sales Manager 区域销售经理 Regional Sales Manager 客户经理 Sales Account Manager 渠道/分销经理 Channel/Distribution Manager 渠道主管 Channel Supervisor 销售主管 Sales Supervisor 销售代表Sales Representative / Executive 销售工程师 Sales Engineer 医药代表 Pharmaceutical Sales Representative 保险代理Insurance Agent 销售助理 Sales Assistant / Trainee 商务经理 Business Manager 商务专员/助理 Business Executive/Assistant 销售行政经理 Sales Admin. Manager 销售行政主管 Sales Admin. Supervisor 售前/售后技术服务经理 Technical ServiceManager 售前/售后技术服务主管 Technical Service Supervisor 售前/售后技术服务工程师 Technical Service Engineer 售后/客户服务（非技术）经理 Customer Service Manager 售后/客户服务（非技术）主管 Customer Service Supervisor 售后/客户服务（非技术）专员 Customer Service Executive 经销商 Distributor 市场/公关/广告 Marketing/PR/Advertising 市场/广告总监Marketing/Advertising Director/VP 市场/营销经理 Marketing Manager 市场/营销主管 Marketing Supervisor 市场/营销专员Marketing Executive/Communication 市场助理 Marketing Assistant / Trainee 产品/品牌经理 Product/Brand Manager 产品/品牌主管 Product/Brand Supervisor 市场通路经理 Trade Marketing Manager 市场通路主管 Trade Marketing Supervisor 促销经理Promotions Manager 促销主管 Promotions Supervisor 促销员 Promotions Specialist 市场分析/调研人员 Market Analyst/ Research Analyst 公关/会务经理 Public Relations Manager 公关/会务主管 Public Relations Supervisor 公关/会务专员 Public Relations Executive 媒介经理 Media Manager 媒介人员 Media Specialist 企业/业务发展经理 Business Development Manager 企业策划人员 Corporate Planning 广告策划/设计/文案 Advertising Creative/Design/Copy writer 财务/审计/统计/金融Finance/Accounting/Banking 财务总监 CFO/Finance Director/VP 财务经理 Finance Manager 财务主管/总帐主管 Finance Supervisor 会计经理/会计主管 Accounting Manager/Supervisor 会计 Accountant / Accounting Trainee 出纳员 Cashier 财务/会计助理 Finance/Accounting Assistant 财务分析经理/主管 Financial Analysis Manager/Supervisor 财务分析员 Financial Analyst 成本经理/成本主管 Cost Accounting Manager/Supervisor 成本管理员 Cost Accounting Specialist 审计经理/主管 Audit Manager/Supervisor 审计专员/助理 Audit Executive/Assistant 税务经理/税务主管 Tax Manager/Supervisor 税务专员 Tax Executive 证券经纪人 Stock Broker 投资顾问 Investment Advisor 注册分析师 Certified Investment/Financial Analyst 投资/基金项目经理 Investment Manager 融资经理/融资主管 Treasury Manager/Supervisor 融资专员 Treasury Specialist 行长/副行长President/Vice-President/Branch Manager 风险控制 Risk Management 进出口/信用证结算 Trading / LC Officer 清算人员Settlement Officer 外汇主管 Foreign Exchange Supervisor 高级客户经理/客户经理 Senior Relationship Manager 客户主管/专员 RelationshipSupervisor/Executive 信贷/信用调查/分析人员 Loan/Credit Officer 银行柜台出纳 Bank Teller 统计员 Statistician 生产/营运/工程 Manufacturing/Operations/Engineering 工厂经理/厂长 Plant/Factory Manager 总工程师/副总工程师 Chief Engineer 项目经理/主管 Project Manager/Supervisor 项目工程师 Project Engineer 营运经理 Operations Manager 营运主管Operations Supervisor 生产经理/车间主任 Production Manager/Workshop Supervisor 生产计划协调员 Production Planning Executive/Officer 生产主管/督导/领班 Production Supervisor/Team Leader 技术/工艺设计经理/主管 Technical/Industrial Design Mgr./Spvr. 技术/工艺设计工程师 Technical/Industrial Design Engineer 实验室负责人/工程师 Lab Manager/Engineer 工程/设备经理 Engineering/Facility Manager 工程/设备主管 Engineering/Facility Supervisor 工程/设备工程师 Engineering/Facility Engineer 电气/电子工程师 Electrical/Electronics Engineer 机械工程师 Mechanical Engineer 机电工程师 Electrical & Mechanical Engineer 维修工程师 Maintenance Engineer 质量经理 QA Manager 质量主管 QA Supervisor 质量工程师 QA Engineer 质量检验员/测试员 QA Inspector 认证工程师 Certification Engineer 安全/健康/环境经理/主管Safety/Health/Environment Manager/Supervisor 安全/健康/环境工程师 Safety/Health/Environment Engineer 工程绘图员Project Drafting Specialist 机械制图员 Drafting Specialist 化验员 Laboratory Technician 技工 Technician / Engineer Trainee 电工 Electrician 服装打样/制版 Clothing/Apparel Sample Production行政/人事/后勤 Admin./HR/Support Services 行政/人事总监Admin/Human Resources Director 人事经理 Human Resources Manager 人事主管 Human Resources Supervisor 人事专员Human Resources Specialist 人事助理 Human Resources Assistant 招聘经理/主管 Recruiting Manager/Supervisor 薪资福利经理/主管 Compensation & Benefits Mgr./Supervisor 薪资福利专员/助理 Compensation & Benefits Specialist/Assistant 培训经理/主管 Training Manager/Supervisor 培训专员/助理 Training Specialist/Assistant 行政经理/主管/办公室主任 AdminManager/Supervisor/Office Manager 行政专员/助理 Admin Staff/Assistant 经理助理/秘书 Executive Assistant/Secretary 前台接待/总机 Receptionist 后勤 Office Support 资料管理员 Information / Data Management Specialist 电脑操作员/打字员 Computer Operator/Typist 高级管理 Senior Management 首席执行官/总经理 CEO/GM/President 副总经理 Deputy GM/VP/Management Trainee 总监 Director 合伙人 Partner 总裁/总经理助理 CEO/GM/President Assistant 物流/贸易/采购Logis./Trading/Merchand./Purch. 物流经理 Logistics Manager 物流主管 Logistics Supervisor 物流专员/助理 Logistics Specialist/Assistant 物料经理 Materials Manager 物料主管 Materials Supervisor 采购经理 Purchasing Manager 采购主管Purchasing Supervisor 采购员 Purchasing Specialist/Staff 外贸/贸易经理/主管 Trading Manager/Supervisor 外贸/贸易专员/助理 Trading Specialist/Assistant 业务跟单经理 Merchandiser Manager 高级业务跟单 Senior Merchandiser 业务跟单Merchandiser 助理业务跟单 Assistant Merchandiser 仓库经理/主管 Warehouse Manager 仓库管理员 Warehouse Specialist 运输经理/主管 Distribution Manager/Supervisor 报关员 Customs Specialist 单证员 documentation Specialist 船务人员 Shipping Specialist 快递员 Courier 理货员 Warehouse Stock Management 文字/艺术/设计 Writer/Editor/Creative Artist/Designer 编辑/作家/撰稿人 Editor/Writer 记者 Journalist / Reporter 校对/录入 Proofreader/Data Entry Staff 排版设计 Layout Designer 艺术/设计总监 Creative/Design Director 影视策划/制作人员 Entertainment Planning / Production 导演 Director 摄影师 Photographer 音效师 Recording / Sounds Specialist 演员/模特/主持人 Actor/Actress/Model/MC 平面设计/美术设计 Graphic Artist/Designer 纺织/服装设计 Clothing / Apparel Designer 工业/产品设计 Industrial Designer 工艺品/珠宝设计 Artwork/Jewelry Designer 科研人员Research Specialist Staff 科研管理人员 Research Management 科研人员 Research Specialist Staff 律师/法务 Legal 律师Lawyer 法务人员 Legal Personnel 律师助理 Paralegal/Legal Assistant 书记员 Court Clerk 教师 Professor/Teacher 教师ProfessorTeacher 教学/教务管理人员 Education/School Administrator 助教 Teaching Assistant 讲师 Lecturer 家教 Tutor 医疗/护理 Medicine / Nursing 医生（中、西医） Medical Doctor 医学管理人员 Healthcare / Medical Management 医药技术人员Medical Technician 药库主任/药剂师 Pharmacist 护士/护理人员 Nurse / Nursing Personnel 临床协调员 Clinical Coodinator 临床研究员 Clinical Researcher 麻醉师 Anesthesiologist 心理医生 Psychologist/Psychiatrist 医药学检验 Clinical Laboratory 咨询/顾问 Consultant 专业顾问 Senior Consultant 咨询总监 Consulting Director / Partner 咨询经理 Consulting Manager 咨询员Consultant 公务员 Official 公务员 Official 在校学生 Student 在校学生 Student 应届毕业生 Graduating Student 实习生Intern/Trainee 培训生 Trainee/Intern 培训生 Trainee 服务 Service 美容/健身顾问 Exercise Coach/Fitness Trainer 餐饮/娱乐经理 Banquet Services Manager 宾馆/酒店经理 Reception Manager 领班 Supervisor 服务员 Service Staff 营业员/收银员/理货员Shop Clerk/Salesperson 厨师 Chief/Cook 导游 Tour Guide 司机 Chauffeur/Driver 保安 Security 寻呼员/话务员 Paging Operator 建筑/房地产 Construction/Real Estate 建筑工程师 Architect 结构/土建工程师 Structural Engineer 电气工程师Electrical Engineer 给排水/暖通工程师 Drainage/HVAC Engineer 工程造价师/预结算 Budgeting Specialist 建筑工程管理Construction Management 工程监理 Engineering Project Supervisor 室内外装潢设计 Decorator 城市规划与设计 Urban Design/Planning 建筑制图 CAD Drafter 施工员 Construction Crew 房地产开发/策划 Real Estate Development/Planning 房地产评估 Real Estate Appraisal 房地产中介/交易 Real Estate Agent/Broker 物业管理 Property Management 翻译 Translator 英语翻译 English Translation 日语翻译 Japanese Translator 德语翻译 German Translator 法语翻译 French Translator 俄语翻译Russian Translator 西班牙语翻译 Spanish Translator 朝鲜语翻译 Korean Translator 其他语种翻译 Other Language Translator 兼职 Part Time。
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Enterprise salary reward management Salary the overall function of function and management of human resource that reward is consistent also for is can attract and encourage the human resource needed by enterprise from labor economy angle speak salary reward have three great merits can: guarantee function, courage function and regulation function .Referring to the angle of management function the salary with reasonable establishment reward management system is every problem that enterprise needs solve. In recent years ,as enterprise manages, mechanism change and establish modern enterprise system step by step needs, the built in wages degree of assignment system of enterprise the self who changes enterprise into gradually from government behavior .Therefore how to meet market needs establish with modern enterprise system appearance the supplement salary ,that suits enterprise self development reward management system and distribution scheme, high limit land development enterprise human resource can become every important program of current Chinese enterprise.
Salary the substance that rewarded, it is that enterprise, for employee, is the contribution done by enterprise that function and purpose salary reward , include realization Jig effect, the
corresponding repayment and that effort ,tine ,knowledge ,ability ,experience and creation pay that paid out or thank . Essentially , it is a kind of fair distribution principle that exchanges or trades and has embodied socialist market economy. And according to contribution distribution for implicit the meaning of the exchange of equal value of intrinsic, have reflected the law of value of the market of labor force.
企业薪酬管理（初稿）薪酬管理的功能和人力资源管理的功能总体来说是一致的。
它能吸引和激励企业需要的人力资源。
从经济学讲人力资源，它具有三大功能：保障功能，激励功能和调节功能。
从人力资源方面来看，薪酬主要体现在激励功能。
建立合理的薪酬管理制度是每一个企业需要解决的问题。
几年来，随着企业经营的慢慢转换盒建立现代化企业的需要，它的内部工资制度由政府转化为企业自身。
所以，如何适应市场的需要，建立与现代化企业相匹配，适合企业自身发展的薪酬制度与分配的制度，最大限度的开放企业的人力潜能，成为当前中国企业的重要课题。
薪酬的实质，功能和目的。
薪酬是企业对员工为企业所做的贡献，其中包括绩效，努力，时间，学识，技能，经验与创造所付出的回报与答谢。
本质上是一种公平的交易和交换。
按贡献本身就隐含着等价交换的意义。
反映了劳动市场的价值规律。
企业薪酬管理（校正稿）
企业薪酬管理薪酬管理的功能和人力资源管理的作用总体来说是一致的。
它能吸引和激励企业需要的人力资源。
从经济学讲人力资源，它具有三大功能：保障功能，激励功能和调节功能。
从人力资源方面来看，薪酬的主要体现在激励功能。
建立合理的薪酬管理制度是每一个企业需要解决的问题。
几年来，随着企业经营的慢慢转换盒建立现代化企业的需要，它的内部工资制度由政府转化为企业自身。
因为这样，如何适应市场的需要，建立与现代化企业相匹配，适合企业自身发展的薪酬制度与分配的制度，最大限度的开放企业的人力潜能，成为当前中国企业的重要课题。
薪酬的实质，功能和目的。
薪酬是企业对员工为企业所做的贡献，其中包括绩效，努力，时间，学识，技能，经验与创造所付出的回报与答谢。
本质上薪酬管理是一种公平的交易和交换。
按贡献本身就隐含着等价交换的意义，反映了劳动市场的价值规律。
企业薪酬管理（定稿）
企业薪酬管理薪酬管理的功能和人力资源管理的作用总体来说是一致的。
它能吸引和激励企业需要的人力资源。
从经济学讲人力资源，它具有三大功能：保障功能，激励功能和调节功能。
从人力资源方面来看，薪酬的主要体现在激励功能。
建立合理的薪酬管理制度是每一个企业需要解决的问题。
几年来，随着企业经营的慢慢转换盒建立现代化企业的需要，它的内部工资制度由政府转化为企业自身。
因为这样，如何适应市场的需要，建立与现代化企业相匹配，适合企
业自身发展的薪酬制度与分配的制度，最大限度的开放企业的人力潜能，成为当前中国企业的重要课题。
薪酬的实质，功能和目的。
薪酬是企业对员工为企业所做的贡献，其中包括绩效，努力，时间，学识，技能，经验与创造所付出的回报与答谢。
本质上薪酬管理是一种公平的交易和交换。
按贡献本身就隐含着等价交换的意义，反映了劳动市场的价值规律。