retaining pay 中文意思是什麼
retaining pay
解釋
保留工資-
Currently most of multinational companies and excellent domestic enterprises pay much attention to how to attract and retain talents, therefore focusing on this issue, i make a summary of some effective practical skills and cases on how to attract, take care and retain talents in it enterprises in the sector of hr management in it enterprises. hereinto, issues as the focal point of retaining core talent plan in it enterprises, how to analyze that who is the key talent in enterprise, what is the cost of losing key talent of the enterprise, the reason for staff in leave on software and hardware factor of the company, how to analyze what kind of employees is likely to leave and what kind of steps should be taken to retain the core talents
目前許多跨國公司和國內先進企業都在特別地關注如何吸引人才並留住人才的問題，因此作為本文的重點闡述部分，在it企業人力資源管理領域的論述中我總結了it企業吸引人才、關注人才、留住人才的一些非常有效的具體實戰方法和案列，其中特別討論了作為it企業核心人才保留計劃的重點，企業應如何分析企業誰是企業的核心人才，失去核心人才的代價到底是多少，造成員工流失的軟硬體原因，如何分析哪種員工最容易流失以及採用何種策略留住核心人才的問題。 -
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。 -
Look back generally to elaborate, reinforced soil to pay gear research present situation and the development of reinforced earth retaining structure
全面回顧闡述了加筋土及加筋支擋結構的發展及研究現狀； 2
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