薪酬分析員 的英文怎麼說

中文拼音 [xīnchóufēnxīyuán]
薪酬分析員 英文
compensation analyst
  • 薪 : 名詞1. （柴火） firewood; faggot; fuel2. （薪水） salary; wages; pay
  • 酬 : Ⅰ動詞1 [書面語] （敬酒） propose a toast; toast2 （報答） pay; repay3 （交際往來） friendly excha...
  • 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
  • 員 : 員名詞1. （指工作或學習的人） a person engaged in some field of activity 2. （指團體或組織中的成員） member Ⅱ量詞（用於武將）
  • 薪酬 : emolument
  1. It brings satisfaction and exciting for the employee, low - cost for the employer and development for the organization. otherwise, the situation will be on the contrary. this paper applies managerial psychology * labor - economics and operations research to analyze the compensation design, the motivation effect of cadi ( chengdu aircraft design and research institute ) synthetically on the basis of introducing the theories about human resource management, compensation and motivation

    本文綜合運用管理心理學、勞動經濟學、運籌學等分析方法，在對人力資源管理、薪酬、激勵等基本理論概括介紹的基礎上，論述了薪酬的分類、決定機制、設計準則及薪酬激勵的模型，探索分析了611所工程技術人員薪酬設計及其激勵效果，分析了現行體制下激勵強度弱等弊端及原因。
  2. The article also analyzing the resistance comes from enterprise and indicate that building effective salary system and payment of house loan interest is feasible, give priority to interior training, assisting with exterior training, while providing promote chunnel for technical personnel should be deferred

    文章還分析了企業現狀對激勵機制實施的阻力，指出建立有效的薪酬制度和住房貸款利息給付計劃是可行的，可以實施以內部培訓為主、外部培訓為輔的培訓手段，員工職業發展的多跑道政策須暫緩實施。
  3. Through position analyzing and estimating, salary investigating, salary orientation and salary structure designing, working out a scientific, rational and open salary system. the emphases of welfare is to provide payment of house loan interest, purchasing life insurance for technical cadremen, etc. increasing challenge to working contents, organizing train plan to employee, encouraging study the skill of speciality and management. providing promote chunnel for technical personnel

    通過職位分析，職位評價，薪酬調查，薪酬定位和薪酬結構設計，制定出一套科學、合理、公開的薪酬制度框架；福利制度重點是提供住房貸款利息給付計劃，為技術骨幹購買商業人壽保險等；工作內容上增加挑戰性；組織實施員工的培訓計劃，鼓勵員工進行專業技術和管理技能的學習；提供與行政級別平行的技術職務升遷通道。
  4. In most private enterprises, there is no scientific and reasonable human resources management systems, which is really adapt to the chinese situations. consequently, many problems occurs, making it difficult to maintain and develop. part three : analyzing of the current situations of human resources in private enterprises currently, more than ninety percent the chinese private enterprise are family enterprises, and most of them are managed in a family way

    本文首先明確了人力資源在經濟發展及民營企業中的重要性，分析了當前民營企業的用人狀況及人才流失的原因，重點提出了民營企業加強人力資源管理、留住人才的四種對策:建立適合本企業的人才發展戰略;塑造良好的企業文化;建立卓越的績效管理體系和薪酬制度;加大投資力度，強化企業員工的培訓。
  5. 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。
  6. All the steps of compensation reform in g software company is run after, the compensation system is redesigned according to g software company ' s actual conditions. at first, the problems of original compensation system in g software company is analyzed, especially the problems of the compensation for r & d employees is emphasized ; and then, a new compensation system with several compensation models mixed together is designed out which considering the inspiriting, inner justice and competition outside

    首先，本文通過對g軟體公司原有薪酬體系的分析，剖析g軟體公司薪酬體系存在的普遍問題，並重點研究了研發人員薪酬體系存在的問題;其次，根據g軟體公司的戰略發展目標，運用定量分析與定性分析相結合的方法，逐步設計出一套以多種薪酬模式相結合的薪酬方案，該方案綜合考慮薪酬的激勵性、內部公平性與外部競爭性。
  7. 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。
  8. So, this paper that is based on the their own characteristics and their status, discusses the salary system ’ status and problems of the middle and small - scale iron and steel enterprise, and point out some new creative thoughts according to the compensation rules of the shuicheng iron & steel group company and nanjing iron & steel united co., ltd. in the principle which retaining and motivating the key staff is mainly and recruiting the employees from the external is supply, we should do seriously the job analyze and post appraisal, and adopt the market pay level which is the hybrid policy. in the additions, in the guidance of the hierarchy of the need theory, takes the deference measures to design the compensation structure according to the executive 、 the middle and low level manager 、 technicians and operative employee doing the contributions to the enterprise, adjusts the ratios of fixed wages and variable wages, uses the annual salary system for the executive, implementing the dual ladders to the managers and the technicians

    為此，本篇論文主要是根據中小鋼鐵企業的自身特點，論述了中小鋼鐵企業的薪酬體系的現狀和存在的不足，並結合水城鋼鐵（集團）公司和南京鋼鐵聯合有限公司兩家鋼鐵企業的薪酬制度，提出了相應的創新思路，即在以留住、激勵關鍵人才為主，以外部招聘員工為輔的思想指導下，認真做好工作分析、崗位評價工作，採取混合政策的市場薪酬水平，同時，在需求層次理論的指導下，根據經營管理人員、一般管理人員、技術人員及操作人員對企業的貢獻不同採取了不同的薪酬結構設計，調整了特殊人群的固定工資和浮動工資的比例，對經營管理人員實行年薪制，對技術人員和管理人員實行「雙梯制」的職業發展通道，從而確保了薪酬制度的公平性、經濟性、激勵性，不同程度地鼓勵了企業特殊人才的工作積極性和主動性，優化了企業的制度，提高了企業的核心競爭力。
  9. 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。
  10. 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。
  11. 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。
  12. In the second part analyzes the activities of cross culture human resource management. it includes how to choose personnel, how to take personnel train, how test personnel, and how to pay salaries

    第二部分是跨文化企業人力資源管理活動分析，分別就人員選聘、人員培訓、人員考評和薪酬四個主要活動進行分析。
  13. Second, the thesis dicuss the discrepancy of the factor structure of the different sample attribute including identity 、 age 、 degree 、 working years 、 position years 、 department with t test and one - way anova, moreover the staff job satisfaction model is builded with confirmatory factor analysis according to the different identity, and it is obviously different of the factor structure, which loyalty is the most influential to the fomal employee and the less is perfomance examination, salary is the most influential to the informal employee and the less is working press

    第二，本文使用t檢驗和方差分析，分別考察員工工作滿意度在身份以及年齡、學歷、工齡、崗齡、部門等統計特徵上的差異，並在此基礎上進一步採用驗證性因素分析方法建立不同的員工身份的工作滿意度模型。在模型中樣本的因素結構存在顯著差異:對正式職工的工作滿意度影響最大的因素是忠誠度，影響程度最小的是績效考核;對招聘職工工作滿意度影響最大的是薪酬，影響程度最小的是工作壓力。
  14. Meckling model of analyzing enterprise ownership structure, author study our country environment impacting on the eso efficiency and get the conclusion : though the implement of the eso in bank of our country can change the traditional rigid method of salary distribution, correct nearsightedness of senior executive and excite positive psychology, but because of many environments restrictions, the effect of the eso was give a great discount. so if implying this encouragement scheme, we must take the road of china in the bank of our country. referring to western bank experiences, author has discussed the eso schemes in our bank and designed the feasible schemes, which accords with the realistic objective condition

    本文系統闡述了股票期權激勵的基本原理及應用狀況，對現行銀行薪酬管理模式的問題及在銀行業中實施股票期權激勵的效應進行了探討，並借用詹森、梅克林分析企業所有權結構模型來研究我國銀行業的環境變化對股票期權作用效率的影響，得到結論：盡管我國銀行實施股票期權激勵能改變傳統的僵化薪酬分配方式，糾正高管人員的短視心理，激發工作積極主動性，但由於我國的證券市場效率較低，大多數銀行的產權治理結構不完善，稅收、會計、法律制度不健全這些內外部環境的制約，將使股票期權的激勵效率大打折扣，因此，在我國的銀行業中實施這一激勵方案必須走中國化的道路。
  15. 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。
  16. In this paper, the employee in a company are subdivided into three kinds - manager, knowledge employee and common employee and then analyze the defect of annual salary system for the manager and the present problems of many kinds of incentive for knowledge employee, such as salary, work, environment and so on

    本文按員工的工作性質與其在企業中的地位和作用不同，將高新技術企業的人員劃分為經營者、知識型員工和普通員工三大類，然後著重分析了經營人員實行年薪制的種種缺陷，以及知識型員工在薪酬分配、工作及環境等各種激勵方面目前存在的問題。
  17. This text foundation enterprise and the relations " of people, it draws lessons from motivational theory analyze the reason producing in behavior of people, staff at characteristics when encouraging, propose and set up fair and reasonable staff salary assign with the rewards and punishments mechanism

    本文根據企業與人的關系，借鑒激勵理論，分析了人的行為產生的原因，員工受到激勵時的特點，提出建立公平合理的員工薪酬分配與獎懲機制。
  18. Based on modern theory and incentive pay based on the theory of the design, according to propose and analyze issues and solve problems in thinking, in the copper company jiangxi copper current salary distribution system analysis, based distribution system against the problems that exist, according to the types of characteristics and the nature of the work, the different improvements

    本文以現代激勵理論和薪酬設計理論為基礎，按照提出問題、分析問題和解決問題的思路，在對江西銅業銅材公司目前薪酬分配體系分析的基礎之上，針對分配體系中存在的問題，根據不同類型人員的特點和工作性質，提出不同的改進意見。
  19. Brief introduction of the subject, bcb, is given at the first part. development history of bcb is analyzed together with the current situation of domestic financial industry, with special emphasis attached to the status of hrm. the theme is thus developed that it ' s necessary to implement performance management within bcb, taking into consideration the pursuit of strategic target, the nurturing of corporate culture, the design of reasonable remuneration package, the scientific nomination and promotion of talented employees and target - oriented staff training

    本文開篇對濱海商業銀行這個研究對象進行了簡要地介紹，並結合濱海商業銀行的歷史發展進程及當前國內金融業的形勢著重分析其人力資源管理現狀，在此基礎上引出正題，從實施戰略目標、灌輸企業文化、設計公平合理的薪酬分配體制、科學有效地選拔調配人才、有的放矢地進行員工培訓開發等方面指出了濱海商業銀行進行績效管理的必要性。
  20. Now the compensation systems of our country have many problems : lack of uniform guideline and design basis ; lack of developmental perspective and systemic vision ; lack of flexibility of adapt to the rapid development and changes of enterprises. the reason causing these problems is that the enterprises realize the importance of compensation, but they always pay attention to basic systems design and related techniques directly in actual operation. without the direction of business strategy, they will fail in build a successful compensation system which satisfies the staff and benefits the enterprise

    其次，將薪酬體系的構建分為戰略、執行和技術三個層次，從薪酬戰略的制定、薪酬策略的選擇、薪酬計劃的安排、薪酬設計和薪酬動態管理五個部分詳細闡述了戰略性薪酬體系的構建框架;在分析薪酬戰略影響因素的基礎上，將薪酬戰略細分為薪酬激勵重點、薪酬支付基礎、薪酬水平、薪酬組合、薪酬制度五項基本策略，在企業薪酬的人員和財務計劃下，進行薪酬設計，並通過動態薪酬管理使企業彈性地適應內外環境的變化。
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