reward effect 中文意思是什麼
reward effect
解釋
獎賞效應-
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。 -
At present, majority buildings enterprises in our country exist the serious defect on the human resources management, which is the analysed position unfit and method stagnant, whose examination effect is fairly wronger and is basically the become a mere formality, whose reward standard is over a long period of time low partially and internal fair nature is fairly wronger, whose encourage exist shortcoming and the question such as use to staffs using of personnel not recognition development etc. the crucial problem of state - owned enterprises is building a set of building enterprise complete manpower resources management model and incentive system, which is one of practical method to solve the uncompetitive and ineffective of state - owned enterprises
目前，我國大多數建築企業在人力資源管理上存在著：職位分析不到位，分析方法滯后；績效考核效果比較差，基本上是流於形式；薪酬水平長期偏低，內部公平性比較差；對員工的長期激勵不足，在人員的使用上存在重使用、輕開發的問題。如何建立一套完整有效的建築企業人力資源管理模式和激勵機制一直是建築企業改革的核心問題之一，也是解決我國目前建築企業效率低下，企業競爭力較弱的有效途徑之一。本論文運用規范分析和實證研究相結合的方法，針對目前我國建築企業人力資源管理在激勵和評價方面制度不健全的現象，研究如何建立有效的人力資源管理模式和激勵機制的問題。 -
The paper based on the example of changchun julong information & technique co. ltd. ( followed named changchun julong ltd. ), combined with the history chance of developing the northeast industrial base and enterprises reform background, make a detailed analysis to the current character and problems of the compensation distribution in state - owned enterprises in order to solve the problems of the current reward system of stat - owned enterprises represented by changchun julong ltd. and to improve its human resource situation, to utilize its human resource reasonably, to produce a marked effect on its human resource department, to enhance its work efficiency and to effectively encourage the staff to produce value for the enterprise
該論文以長春巨龍信息技術有限責任公司（以下簡稱長春巨龍有限公司）的薪酬體系方案設計為例，結合振興東北老工業基地的歷史契機和企業改制背景，對國有企業現有薪酬體系的特點和存在問題進行了詳細的分析，旨在解決長春巨龍有限公司現有薪酬體系的問題，改善該企業的人力資源狀況，合理利用人力資源，發揮人力資源部門的職能，提高企業工作效率，有效激勵員工為企業創造價值。 -
The three main conclusions are drawn : ( i ) by choosing 19 financial indexes, this paper makes a demonstrative analysis of the annals data of the listed companies in henan province in 2004 via factor analysis method, and finds out five principle factors which have important modifying effect on the evaluation of achievements of the listed companies. they are profit factor which represents the reward structure of the listed companies, the gained profit factor which represents the profitability of the companies, the debt service factor which represents solvency of the company, the management factor which represents the managed capacity of the companies and the development factor which represents the capacity for development. each principle factor multiplying its corresponding variance contribute rate get the synthesis score of each company respectively, consequently this paper makes an comprehensive evaluation of each company
主要得出以下三個結論: （一） 、選取19個財務指標，用因子分析法對2004年河南省上市公司年報數據進行實證分析，找出對上市公司業績評價有重要影響的五個主因子，分別是代表上市公司利潤構成的利潤因子、代表公司獲利能力的獲利因子、代表公司償債能力的償債因子、代表公司經營能力的經營因子和代表公司發展能力的發展因子，綜合各個主因子得分乘以他們相應的方差貢獻率，得到各個公司的綜合得分，從而對各個公司的優劣作出一個綜合評價。 -
With effect from june 1, 1996, only a company acting under and in accordance with a licence shall supply, agree to supply, or hold himself out as supplying any individual to do security work for another person for reward ( s. 11, cap. 460, security & guarding services ordinance )
自一九九六年六月一日起，除根據及依照牌照行事的公司外，任何人均不得提供、答允提供或自認正在提供任何人員在有報酬的情況下為他人擔任保安工作（ 《保安及護衛服務條例》 （香港法例第460章第11條） ） 。 -
The all - round reward administration model has been widely used and obtained. obviously effect. this article aims at improving the all - round reward administration of dikan and supplying valuable reference to other chinese enterprises
全面薪酬管理模式在西文先進企業得到廣泛的應用並取得了顯著的成效，而國內企業的薪酬管理水平低下。 -
Part four points out that the main way to resolve the problems of human resources of yunnan private enterprises is to establish a modern system of human resouces exploring and managing. this part discusses five relevant respects : establishing and perfecting the base of human resources, working well at human resources distribution so as to promote the distribution efficiency, adopting mbo methods sop as to execute overall management over the performance, restructuring reward system to enhance the effect of incentive, stabling the team members, developing deeply the human resources, tapping the latent power of the staff, and so on
第四部分簡述了建立現代人力資源開發與管理體系，是解決雲南私營企業人力資源問題的主要途徑，這一部分主要從建立與完善人力資源管理的基礎，做好人力資源的配置工作、提高人力資源的配置效率，採用mbo法、對績效實施全面管理，重新構建報酬體系、增強激勵效果、穩定員工隊伍和加大人力資源開發力度，挖掘員工潛力等五個方面加以討論。 -
Through reference the modern manpower resource management theoretical manpower resource program for a company is recruited, trained, effect check and salary reward the analysis of system, the profession characteristics that combine a company ' s again, have made the specific solution according to above problem final method, : perfect and recruit system, set up the a company ' s image of " fine employer " ; establish a company ' s training system, lead into manpower resource development function ; rebuild a company effect examination comment system ; so as self support type salary reward system to reward system for a company ' s salary
通過借鑒現代人力資源管理理論對a公司的人力資源規劃、招聘、培訓、績效考核及薪酬體系的分析，再結合a公司本身的行業特點，最後提出了針對以上問題的具體解決辦法，即：完善招聘制度，樹立a公司「優良僱主」形象；建立a公司培訓體系，引入人力資源開發功能；重建a公司的績效考評體系；以自助式薪酬體系為a公司薪酬體系。 -
The major purpose of this study was to explore the interaction effect of goal involvement and extrinsic reward on intrinsic motivation
摘要本研究之目的，探討不同目標涉入受試者，在接受不同外在報酬時，對其內在動機的影響。 -
The results of this study indicate the interaction effect of goal - involvement and extrinsic reward on intrinsic were statistically significant
二、不同目標涉入受試者在消息面外在報酬中，內在動機未達顯著差異，只有在控制面外在報酬中才達顯著差異。 -
" the method of value reward " proposed by the author is just of one these useful mechanisms. it combines the managcn ' s value with their real contribution to the enterprises, and also has long - term effect on the managers
作者提出的「價值獎勵法」正是這樣一種機制，其最大的優點在於將經營者的獎勵與經營者對企業價值的真實貢獻緊密聯系起來，並對國企經營者具有長期激勵與約束作用。
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