薪工管理部門 的英文怎麼說

中文拼音 [xīngōngguǎnlǐbùmén]
薪工管理部門 英文
pay roll department
  • 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 ...
  • 管 : Ⅰ名詞1 （管子） pipe; tube 2 （吹奏的樂器） wind musical instrument 3 （形狀似管的電器件） valve;...
  • 理 : Ⅰ名詞1 （物質組織的條紋） texture; grain （in wood skin etc ） 2 （道理;事理） reason; logic; tru...
  • 部 : Ⅰ名詞1 （部分; 部位） part; section; division; region 2 （部門; 機關或組織單位的名稱） unit; mini...
  • 門 : Ⅰ名詞1 （房屋、車船等的出入口 ） entrance; exit; door; gate 2 （形狀或作用像門的東西） switch; va...
  • 管理 : manage; run; administer; supervise; rule; administration; management; regulation
  • 部門 : department; branch; class; section
  1. And these measure are : first stringing then management of work - effect, reducing the rate of fixed salary, combining prize distribution with the work - effect ; second system of standard work - hour that carried out on workers who work in product ion, technical staff setting up technical key task subject, enlarging risk mortgage on managers, year salary for managers ; third floating salary for worker, establishing special training prize fund, flexible management of work - hour, establishing such encouraging system as worker ' s holiday with salary

    在分配機制上降低固定工資的比重，獎金分配與效益直接掛鉤；第二，在考核制度上，在加大對各部門總體經濟指標的考核力度的同時，對職工個人的績效考核力度也逐步加大；第三，在激勵手段上，一線職工實行標準工時考核制度，技術人員設立技術攻關課題，加大管理人員風險抵押，經營者試行年薪制，職工崗位工資浮動管理，設立專項培訓獎勵基金，作息時間彈性管理，建立職工帶薪休假制度等具體激勵措施。
  2. 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。
  3. The office management area plans and manages the delivery and operation of games headquarters for the ocog, providing suitable premises to accommodate the administrative s ( of paid staff, secondees, consultants, temporary staff, volunteer staff and vik staff ) for the period leading up to and including the games

    辦公室管理部門負責制訂計劃，為奧組委提供總部並對其運行進行管理，在奧運會之前和奧運會期間為各部門人員（授薪人員，實習人員，顧問，臨時職員，志願職員和贊助商派遣人員）提供合適的工作條件。
  4. Our research development department is responsible for new product innovation, as well as product customization for our overseas buyers. it is operated by a dedicated and experienced technology team consisted of professional specialists and cooperates with professional institutes and universities throughout china. we have developed many new products, most of which have obtained national patents, in order to respond to new trends and meet consumer demand

    公司決策層採取"走出去請進來"的用人制度，高薪聘請了大批具有專業技能善於管理的人才來擔任各重要部門的領導骨幹，並多次邀請國家輕工業機械標準化中心浙江省質量技術監督局上海汽車工業研究所浙江大學化學研究所等科研單位的領導專家對產品的開發設計生產技術原材料等進行全方位的技術指導。
  5. Taking the research, project design and implementation of the performance assessment system of the dt company as main thread, aiming at the problem which exists in the employee management and performance evaluation, on base of pay system which is founded on the job analysis and evaluation of the current enterprise ' s, this paper designed the performance assessment system according to the department, manager and employee, investigating the implementation of the performance assessment system and builds the basic stimulating framework of the enterprise

    本論文是以對dt公司績效考核體系的研究、方案設計與實施為主線，針對dt公司在人力資源管理和績效考核中的問題，在對企業現有的職位進行職位分析和職位評估並據此建立薪酬體系的基礎上，分為部門、幹部和員工三個不同的層面分別進行績效考核體系的設計，並對績效考核體系的實施進行研究，構建了企業的基礎激勵框架。
  6. The firm decided to computerize its wages department

    公司決定用電腦管理發薪部門的工作。
  7. Since then, hods hogs have been asked to improve the performance management system by introducing, inter alia, new appraisal forms emphasising core competencies, assessment panels and stricter administration of the granting of increments

    其後，政府要求部門及職系首長改善就員工工作表現的管理制度，方法包括使用重關鍵才能的新評核報告表格設立評核委員會，以及收緊發放增薪的準則。
  8. Since then, hodshogs have been asked to improve the performance management system by introducing, inter alia, new appraisal forms emphasising core competencies, assessment panels and stricter administration of the granting of increments

    其後，政府要求部門及職系首長改善就員工工作表現的管理制度，方法包括使用重關鍵才能的新評核報告表格、設立評核委員會，以及收緊發放增薪的準則。
  9. 3. 38 - having improved the performance management system through the introduction of competency - based appraisal forms and assessment panels, and stricter administration of the granting of increments, government implemented a pilot scheme in six departments in october 2001 to test whether team - based performance rewards can be distributed fairly and equitably and to secure buy - in among departments and staff sides

    政府引入按才能評核工作表現的表格設立評核委員會，以及收緊發放增薪的準則，從而改善了對員工工作表現的管理制度。這個制度有所改善後，政府便由二零零一年十月起在六個部門推行一項試驗計劃，測試團隊獎賞能否公平公正地分配予員工，並爭取部門及職方認同和支持這個概念。
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