薪工成本 的英文怎麼說

中文拼音 [xīngōngchéngběn]
薪工成本 英文
pay roll costs
  • 薪 : 名詞1. （柴火） firewood; faggot; fuel2. （薪水） salary; wages; pay
  • 工 : Ⅰ名詞1 （工人和工人階級） worker; workman; the working class 2 （工作; 生產勞動） work; labour 3 ...
  • 成 : Ⅰ動詞1 （完成; 成功） accomplish; succeed 2 （成為; 變為） become; turn into 3 （成全） help comp...
  • 本 : i 名詞1 （草木的莖或根）stem or root of plants 2 （事物的根源）foundation; origin; basis 3 （本錢...
  1. That the system twist hempen thread draw up the quantification in the design follows the example of checing the target is followd the example of checing that by the twist hempen thread being living ; the faggot payment setup design stressly is puting into practice faggot some system pay, and has been underway the regulation to original pay composition. it is main through the base that the faggot spot manufactures the pay setup, quality, four bibliographic categories branch faggot some component such as post and twist hempen thread effect and so on

    在績效考核制度設計中制定了量化的績效考核指標；薪酬體系的設計重點是實行薪點制工資，對原有工資結構進行了調整，薪點制工資體系主要由基礎、素質、崗位和績效等四部分薪點組成，其中「績效薪點」是本設計方案的核心內容。
  2. It includes plan on human resources, employment, development and training, achievement and assessment, reward and encouragement, building - up enterprise culture, and so on. this passage is divided into four sections : first, it analyses human resources management theory in order to maintain close ties with reality. second, through perspective of present human resources management status in huaxia bank, shenyang branch and comparison with that of foreign capital banks, in the end we get human resources management methods to huaxia bank, shenyang branch, we resist impulsion of foreign capital banks and catch hold of some points like organization design, position management, application and lection, training and development, performance management, compesation management

    全文共分四個部分：首先分析人力資源管理理論，目的是為了更好地聯系實際，其次通過透視華夏銀行沈陽分行人力資源管理現狀，以及與外資銀行的人力資源管理進行比較，最後得出華夏銀行沈陽分行人力資源管理對策，對策的提出是為了對抗外資銀行帶來的沖擊，本著與國際慣例接軌的原則，抓住組織設計、職位管理、招聘選拔、培訓發展、績效管理、薪酬管理幾個環節，提出全新人力資源管理理念，完成人力資源管理實踐活動，形成人力資源管理戰略，達到員工期望和需要，最終構建出以實現企業戰略和企業文化及價值觀為根本目的的人力資源問題解決方案，以應對入世后國內外銀行的激烈競爭，使華夏銀行能在未來的幾年內，建立起以「用真誠凝聚人才，用培訓提高人才，用利益驅動人才」的人力資源管理機制，構築人才高地，積極引進潛力，滿足華夏銀行入世后轉型再造和創新發展對人才的需要。
  3. We discuss " yangzi petrochemical ' s existing problems of company management ; right structure, company manage case study ; incentive mechanism proportion analysis ; board of directors independent character analysis, supervision mechanism analysis ; staff pentacle company manage mechanism analysis and analyze from the property right and ultra property right theory

    通過對「揚子石化」公司股本構成、公司組織構成、董事會與獨立董事、監事會、員工在治理結構中的地位以及高層人員薪酬與激勵機制六個方面的考察，我們認為該公司在公司治理與管理存在諸多問題。
  4. A new employment claims investigation unit was established to expedite investigation and prosecution against wages offences ; and special inspection campaigns were conducted to combat illegal employment

    本處成立了新的雇傭申索調查組，目的是要加快調查違例欠薪個案和提出檢控；我們亦進行多次特別巡查行動，以遏止非法僱用勞工；
  5. Part three is hrm environmental analysis, its main purpose is to make all managers establish crisis consciousness in their minds. part four is constructing 3p - o model for hrm, based on integration within science, system, human, rule, including position management, mbo, performance management system, pay design & management. part five, the author provides the principles, the conditions, as well as the operating mechanism of 3p - o model practices

    第四部分「東宇集團人力資源管理3p - o模式構建」 ，提出了適合中小企業特點的人力資源管理3p - o模式，即以科學化、規范化、本土化、人性化融合為指導原則，把現代人力資源管理實踐活動中最能影響員工績效的四大核心技術? ?職位管理、目標管理、績效管理與薪酬管理動態整合起來，形成了一套較為完善的能使各級主管照著做的標準式樣。
  6. Obtaining from the human resource constitution and the present situation analysis of the salary asignmcnt in jinma company. thorough the thorough research. in view of existing situation. this article asks the main question. which exists in the salany assignment system. in this foundation. from the angle of consummating salary incentive mechanism. it stresses the design of salary system of jinma company. the main content inclwdcs : firstly, research and analysis the salary assignment status quo and the puestions that exists in jinma company ; secondly, establish the decision model of the salary total quantity ; thirdly, design the new pattern of staff salary assignment ; fonrthly, prodme the means of the transition from the old pattern to the new one and the basic principle of the dynamic movement

    本文從金馬公司人力資源構成和薪酬分配現狀分析入手，通過深入研究，針對性地提出薪酬分配體系存在的主要問題。在此基礎上，以現代人力資源管理理論為基礎，從完善薪酬激勵機制這個角度，重點闡述金馬公司薪酬體系設計內容。主體內容包括：一是深刻地研究和分析金馬公司薪酬分配現狀及存在問題；二是建立起薪酬總量決定模型；三是設計出員工薪酬分配新模式；四是給出了新舊模式接替辦法和動態運行的基本原則。
  7. By the analysis, research and compare of the old wages system in company dc, this paper finds out the problems with salary management. then it brief introduces wages theory and motivation theory. it researches the essence, characteristic, functions, influence factors, basic forms, basic principles and so on

    本文通過對dc公司原有的工資體系的剖析，研究分析了公司車間員工的效益提成工資制、科室人員結構工資制以及其他人員的固定工資制，再和電瓷同行業薪酬水平比較分析，找到了公司薪酬管理中的問題所在。
  8. Based on this theory research, we through analyzing the company " compensation actual condition, make sure the developing phase of the company, fond the existent problem, combined with management practice, take professional skill, finally put forward an all new compensation system including : design of the executive annually compensation system, the design of the employee structure compensation system, the design of the sale personnel ' s deducting compensation system. it is expected that this study will be helpful to guide both theory and practice and develop the level of human resources management

    本論文在對薪酬理論全面深入研究的基礎上，通過分析僑立公司發展狀況及薪酬體系現狀，確定公司所處發展階段，找出其問題所在，結合企業現實管理需要，運用薪酬設計的專業技術，提出了僑立公司全新的薪酬體系設計方案，主要包括經營者年薪制的設計、員工結構工資制的設計、銷售人員提成工資制的設計。
  9. This thesis pays key attention to the achievements the reform of position - pay has attained, such as pay factor became more competitive ; carrying out of a series of distributing system and matched management system standardizes the pay system, promotes the openness of distribution system ; the formation of position - based pay system strengthens the all basic works, pushes forward the development of human resources ; forms the adjustable system of pay and inner competitive, flexible system, etc. however, there are a lot of inadequacy existing in the position - pay system of bayi corporation, the basic work of position - pay system is still not solid ; performance appraisal system is not sound ; performance wages go only with decrease but no increase, which became the new egalitarianism and hard to motivate the zeal of employee

    本文重點分析了崗薪制改革取得的成效，如薪酬競爭力有了很大的提高；一系列相關分配製度和配套管理制度的實施，規范了薪酬的管理，提高了分配製度的透明度；形成了以崗位為根本的薪酬體系，加強了各項基礎工作，推動了人力資源的開發；形成了薪酬的可調節機制和內部競爭、流動機制等。但是，八鋼公司的崗薪制體系也存在很多不足，如崗薪工資的基礎工作仍不扎實；績效考核體系不健全；績效工資只減不加，成為新的「大鍋飯」 ，難以調動職工的積極性等。
  10. The rising cost of paying engineers in bangalore has prompted at least one silicon valley start - up to save money by closing its indian engineering centreand moving the jobs back tocalifornia

    由於印度班加羅爾工程師的薪資成本不斷上升，已促使至少一家矽谷初創企業關閉其印度工程中心，將有關崗位移回加州，以求節省資金。
  11. How to set up the incentive and restraint mechanism is one of the hot topics. this thesis, based on cec ' s actual situation, aims to solve the problem of long - term motivation and fully stimulate the executives to enhance the operation and profitability by coming up with the annual - pay plan, reforming zr ( subsidiary company ) ownership and carry employee stock ownership plan ( esop ) and cec ' s shareholding incentive plan into execution

    建立企業經營者激勵與約束機制是國內外學者和企業界人士研究的熱點課題之一，通過回顧前人取得的關于公司治理的理論成果，結合國內外常見的股權激勵方式，本論文結合cec的實際情況，提出了企業經營者年薪制方案、所屬zr公司改制及員工持股方案、 cec股權激勵方案，希望以此來解決企業經營者長期報酬激勵問題，充分調動企業經營者的積極性，提高企業的經營管理水平，促進企業經濟效益的提高。
  12. If the restaurant reduces price for food in order to get more customers, but in the meanwhile reduces staff ' s salaries in order to cut cost, it is just robbing peter to pay paul

    如果飯店為了招攬更多的顧客而降低食品價格，同時又降低員工薪水來減少成本，那真是拆東墻補西墻了。
  13. Compared with better emolument mode of some other newspaper offices, the old emolument mode within the enterprise of chengdu daily was analysed by using the theory of emolument management and by taking the emolument mode of the modern enterprise as example. two different modes ? emolument superposition mode and emolument separation mode, were put forward. according to the different excitation salary of the different position, these two different modes, by syncretizing the emolument of insurance, benefit, excitation, and risk, can raise the personnel ' s active positivity to the maximum extent

    本文充分考慮到行業的特殊性，分析了具有代表性國有企業的薪酬模式，運用薪酬管理的理論，以現代企業的薪酬模式為佐證，參照較好的報社的薪酬模式，分析了《成都日報》企業內部舊的薪資制度，提出了薪酬重疊和薪酬分離模式，將保障、效益、激勵和風險等薪酬融合在一起，針對不同崗位激勵工資的不同，最大限度地提高員工的主觀能動性。
  14. The group is pleased with the successful introduction of the lean manufacturing system that continues to improve production flow and efficiency and has helped reduce the overall labor cost in china despite increases in individual salaries and wages

    集團于國內成功推行精實生產系統，生產流程及效率得以改善，雖然內地員工個人薪資上升，但集團仍能有效地減低整體勞工成本。
  15. It is difficult to confirm the compensation amount of a project, creating a employee performance appraisal system or compensation structure is also a hard work. practice indicates that if we want to increase the efficiency of the compensation management system, reduce the manpower cost, heighten the employee " s satisfaction, we must adopt a new scientific compensation management theory and methods. this article describs the main problems in this subject basing on the compensation management practices of the 603 institution, a famous aviation r & d unit, analysis the inter and exterior management circumstance

    因此，選擇合理的薪酬體系設計、管理方法，確定合理的項目薪酬總額、對知識型員工的工作價值進行科學、準確地計量、構建高信度與高效度的員工績效考評體系與薪酬結構，從而最大限度地發揮薪酬的保健和激勵作用，降低人工成本，提高知識型員工滿意度，是航空科研單位薪酬管理所關注的焦點問題。
  16. It is not difficult to infer that the quality of care would be adversely affected if the front - line care workers themselves are being unfairly and badly treated by their employer

    假如營辦者為謀取利潤減省運作成本而剝削員工的薪酬待遇，其提供的服務質素亦很可能受到影響。
  17. The company ' s policy is to recognize the costs of vacation pay and compensated absences when actually paid to employees, as it is impracticable to estimate the amount of compensation for future absences

    一般公司的政策是只有當假期工資和帶薪假期的費用實際支付給員工時才承認這部分成本，因為預估未來發生的休假薪水的金額很難操作。
  18. Fourth, based upon the preference theory and effect theory, it discusses the principles to design the cafeteria compensation system by using the non - difference curve. it is emphasized that the design of compensation system must consider the two constraint conditions, the labor cost and the employee ' s capability

    針對具體的高新技術企業，著重從企業成本和員工能力約束的角度，依據偏好理論和效用理論，運用無差異曲線分析自助式薪酬方案的設計原理。
  19. In light of the concept of cafeteria compensation, i. e. employees " different preference for compensation factors, which is based on ten kinds of different compensation factors of cafeteria compensation brought by john e. tropman. it also tries to inquire the differences and features of preference for knowledge employees " compensation factors, and suggests their combination models lying down a foundation to design the cafeteria compensation

    本文正是以自助式薪酬理念為指導，以約翰? e ?特魯普曼提出的自助式薪酬十種不同的薪酬成分為基礎，對自助式薪酬的設計基礎，即員工的不同薪酬要素偏好進行研究，探討知識型員工薪酬要素的偏好差異和偏好特點，並提出知識型員工薪酬要素偏好的組合模式，為自助式薪酬的設計打下基礎。
  20. Its obvious characteristic is emphasizing cost of capital, especially cost of interest capital. eva is not only an effective operating performance measure guideline, but also a comprehensive enterprise management system, which is a reward motivating mechanism and the base of strategic evaluation, capital operation and so on

    考慮資本成本特別是權益資本的成本是eva的明顯特徵， eva不僅是一種有效的公司業績度量指標，還是一個企業全面管理的架構，是經理人和員工薪酬的激勵機制，是戰略評估，資金運用，兼并或出售定價的基礎。
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