薪資分析表 的英文怎麼說

中文拼音 [xīnzīfēnxībiǎo]
薪資分析表 英文
payroll analysis
  • 薪 : 名詞1. （柴火） firewood; faggot; fuel2. （薪水） salary; wages; pay
  • 資 : Ⅰ名詞1 （錢財; 費用） money; wealth; expenses 2 （資質） intelligence; endowment 3 （資格） quali...
  • 分 : 分Ⅰ名詞1. （成分） component 2. （職責和權利的限度） what is within one's duty or rights Ⅱ同 「份」Ⅲ動詞[書面語] （料想） judge
  • 析 : Ⅰ動詞1. （分開; 散開） divide; separate 2. （分析） analyse; dissect; resolve Ⅱ名詞（姓氏） a surname
  • 表 : Ⅰ名詞1 （外面;外表） outside; surface; external 2 （中表親戚） the relationship between the child...
  • 薪資 : salary; pay; wages
  1. Now we have the small and medium - sized business of representative for a company ' s electromechanical profession in homeland, the manpower resource management present situation investigation analysis, discover the program of the manpower resource of a company ’ s recruit 、 training 、 effect check and salary reward system have many problems : the function of a company ' s manpower resource management is as follows, the company ’ s management is the experience of each department class cadre of straight line, especially lacks effect check system ; employees lack competitive consciousness, lacking actuating pressure, the employees lose initiatives gradually ; the manpower resource management of a company is confined to only somewhat daily recruit, salary capital calculation provide wait for general affairs, manpower resource management is not obvious for strategic influence as well as and strategic connection

    在筆者對a公司這樣一個在國內機電行業具有代表性的中小型企業的人力資源管理現狀進行調查分析后，發現a公司的人力資源的規劃、招聘、培訓、績效考核及薪酬體系存在很多問題： a公司人力資源管理的功能不足，甚至缺失；公司以各直線部門班幹部的經驗化管理為主，尤其缺乏績效考核體系；員工普遍缺乏競爭意識，缺乏工作壓力，由於缺乏績效評估，沒有有效的激勵，干好乾壞差不多，員工逐漸失去進取心； a公司的人力資源管理只限於一些日常的招聘、薪資計算發放等事務，人力資源管理對戰略的影響以及和戰略的聯系都不明顯。
  2. 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。
  3. Part 1 is the historic survey and related theoretical review of compensation management, in which collective knowledge and command of the condition and evolving tendency of compensation management can be achieved with the summing - up of the development and transformation of typical compensation theories, home and abroad. part 2 deals with compensation management and rules, which mainly introduces the background and operation procedures of compensation management and ordinary forms of compensation rules. part 3 is the redesign of the compensation system of hj company

    本文共分四個部分，依序為：第一部分薪酬管理的歷史考察及相關理論述評，通過國內外有代表性的薪酬理論的發展與變革的總結，使之對薪酬管理現狀和發展趨勢有一個總體的認識與把握；第二部分薪酬管理及薪酬制度，重點介紹薪酬管理的基礎知識、操作流程以及常用的薪酬制度形式；第三部分hj公司薪酬體系再設計；第四部分hj公司薪酬體系再設計的評價與總結，對新的薪酬體系的優點、不足做了分析，並對可資借鑒、推廣的操作方案提出了自己的看法。
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