上海商学院
本科生毕业论文英文翻译
题目：企业如何吸引和留住优秀的人才
学生姓名：郑博洋
学生学号： 10202040123 指导教师：冯国珍
二级院系：管理学院
专业班级：连锁101
目录
1.1 优秀员工对公司的期望 (4)
1.2 招聘面试甄别人才 (5)
1.3 愉快工作 (6)
2.1 应对人才流失的经济措施 (7)
2.2懂得有效管理的经理人能避免或降低员工的流失 (9)
2.3当经理没有成功挽留员工怎么办 (9)
如何吸引和留住优秀的人才
福雷德理·何博格著
出版在承包商工具和供应杂志
1 吸引和留住人才的重要性
十几年前，美国有一些顶尖级的公司就预言他们将会出现严重的人力资源短缺问题。这样的预言已经在当今竞争越来越激烈的商业环境中得到验证。人力资源短缺几乎能影响所有的行业，因此企业雇主应当跳出传统陈旧的人力资源配置概念。当“新手”员工加入工作岗位，必然有各种问题随之产生。因此，吸引和留住企业中的优秀员工十分重要。高效率的员工就是令人满意的员工。这样的人才能为企业创造更好的业绩。企业管理者有责任不断地营造能让人才乐意工作于其中的企业环境。
首先要确保新招募的员工的素质，认定及留住资深员工，其次就是发展有成长潜力的员工。同时要关注表现欠佳的员工，去了解这类员工是否分配到了不适当的工作岗位，明确公司有无提供具体清晰的工作要求让员工清楚明白自己的工作职责。如果员工的表现没有达到预定的要求，企业管理者应明确地反馈给员工知道。
大卫·格洛斯是Power & Control Automation公司的客户代表。该公司是西门子公司在美国佛罗里达州和佐治亚州的主要分销商。他提出以下的观点：“一个出色员工的特点是忠诚，有责任心，有创意，注重细节——这是最重要也最难得的特性。除了福利和报酬之外，员工还需要对公司有一份信心。他们希望确保为公司销售的产品是安全无害的，希望确定公司会在业界保持稳定的地位。”
格洛斯认为安全感是区分好的企业与差的企业的一大特点。“优秀的员工具有积极的态度和可培训性，他们有良好的工作记录，能与他们合作融洽。作为小型的企业，我们可以更加灵活，并且我们很自豪能给员工提供家庭般和谐友好的氛围，较有自我管理的风格。我们允许员工处理个人事情但在过后补上该工作的时间，我们提供的整套福利也很有竞争力。”
1.1 优秀员工对公司的期望
任何行业任何公司里的员工都对公司有以下几方面的需求，以下各方面是根据重要性和受重视的程度降序排列的。
1、乐趣：工作的乐趣包括期待上班工作以及下班时感觉良好。具体的员工对此有具体的不同的感受。工作的乐趣对于员工来说可能是来自工作中的创意，成功地完成任务，看到自己的工作得到积极正面的结果，知道自己为别人做出了一些贡献，或者得到来自他人的尊敬和认可。一个有创意的员工会因为他的创意而成为一个高效率的人才。一个细心的员工会乐意细致钻研。如果将一个技术骨干推到管理层的职位，则未必能令他成为一个高效率的人才。岗位责任分工与个人的能力应当合理结合，才能实现最高的工作效率。
2、金钱：当员工觉得只有钱是最重要的时候，就是当他们认为所得报酬与自身价值不符的时候。薪水能增加工作的乐趣，但不能取代工作的乐趣。仅仅受薪水驱动的员工有可能与其他的员工无法配合好工作。
3、安全感、福利：没有人希望自己是下一个被辞退的人，也没有人希望感受到公司内部失控的形势。福利对于某些员工来说特别重要。针对具体员工的需求的福利是最理想的，也是可以协商实现的。企业必须使员工清楚知道自己所能享有的福利，以及享有这些福利所需要先履行的责任和承担的义务。
4、舒服、休假：人们对于安逸的概念的理解不尽相同。有些员工认为在离家近的地方工作就是舒服的，因为他们有一种对家庭的需求感。员工们需要灵活的或者额外的休假时间，其中有各种不同的原因。在这方面，企业雇主与员工的积极协商是成功沟通的关键。
要使员工获得工作满足感，以上所述就是先决条件。当员工花时间去考虑这些问题，谈论这些问题，或者想追求这些条件的时候，也正是企业在这些方面做得不够，导致员工没有高效率工作的时候。带着满足的感觉下班回家的员工必然会期待第二天上班工作。这样的员工不仅会一直留守在企业，而且会在自己的工作岗位上有高效率的表现。
“员工是雇来完成具体工作任务的，而一个好的员工清楚知道自己所在的位置以及想要达到的位置。”美国大型的管理层人员招聘机构的客户代表达斯丁·福特这样说，“而作为雇主的则当然是观察这样的一个员工如何做到创造效益或者
节约成本。”福特的专长是为工业销售界搜寻合适的人才或者填补企业职位空缺的人才。他早前在Motion Industries就职，已经有5年的人才招聘工作经验。
德里克布察儿与其姐姐米歇儿分别是其家族企业IBS公司的业务经理和市场部副总监。他们提出以下的观点：“优秀的员工更看重的是待遇中的优越方面，而不是明确的赔偿金，不是单单追求待遇中的金额。”他指出，“如今的员工寻求的是一份…整体?的职业，即包括良好的公司文化，职业道路，工作责任分工，以及工作与生活的协调平衡。这种平衡已经日趋受到重视。即使一个企业能给员工提供一切，员工自己还是会希望有时间有空间与自己的家人共处。”
1.2 招聘面试甄别人才
的确，招聘面试是重要的一个环节。有的招聘者将其作为发掘适当员工的决定性的最后一步，也有的招聘者将面试作为判断员工素质的第一步。面试是整个招聘过程中举足轻重的一个环节，因为如果没有面试，就没有即时的问答互动以及通过情景模拟来测试应聘者随机应变的能力，那就很难判断应聘者是否具有良好的素质。关于面试的重要性向来都是仁者见仁，智者见智，而面试的具体方法则是有一定趋势的。成功有效的面试要领包括以下几方面：
1、做好准备工作，准备好要提问的问题。
2、针对所招聘的职位，理清应聘者需要具备的素质条件。如果面试官不止一人，更应该提前共同作好准备。
3、礼貌、守时，主动。
4、令准员工感到正在应聘的公司是一家很好的工作单位。
5、在适当的地点进行面试，排除干扰。
6、办公室不是适宜的面试地点，应选择会议室或者私人休息室，或者其他确保不会被干扰的地点。
7、认真倾听，眼神交流，了解应聘者。认真听应聘者说话的内容和看他们说话的方式，可以判断他们是否能良好地沟通表达，是否诚实。
8、给一些时间让应聘者针对公司和职位提问。借此机会向应聘者宣传介绍自己公司的情况和该职位的情况，使应聘者有可能发挥潜力参与到企业中，创造更大的利益。
企业应该将员工当作客户般对待而不是当作公司财产般对待。努力留住人才，如同努力留住客户一样。这是福特的补充观点。
格洛斯指出，企业必须关注员工的福利，根据员工的实际需要尽量灵活地提供福利。如果企业能在和员工亲自沟通后推出有针对性的福利，必然使是员工队伍士气大振。如果一家企业里有员工已经用完了规定内的假期，而员工家属突然有急症，这样的情况下企业管理者应该首先让员工去探视家属，关于假期的问题事后再安排。企业应建立与员工之间的和谐关系，成为其生活中给予支持、扶持的力量来源之一。
1.3 愉快工作
布察儿和约翰曾在其员工中进行关于员工工作满意度、喜好等方面的调查。调查表明其公司员工的工作满意度来自于该公司的良好财政形势（66.7%员工的意见），优厚福利（41.7%员工的意见）以及薪酬（33.3%员工的意见）。其他被提到的满意原因还包括制度灵活性、工作安全感、同事关系、公司规模、与管理层人员的关系，以及受重视的感觉。有58%的员工表示他们最满意的就是目前的工作本身，25%的员工认为工作满意度的原因中薪水只是其中排在最后的一个原因。布察儿认为值得注意的一点是，员工将企业的良好财政形势作为工作满意度的最大因素。此外，企业对于员工的工作投入有所要求，使得员工感到自己有受到重视的价值，也很满意灵活的工作环境。
“我们建立了评估制度，大家自己决定自己的成功和快乐。”约翰说，“每个人都清楚自己所处的位置，我们不断地搜集意见，每年与每个员工见面谈话两三次，给予员工进步的力量。那样最终的效果是让员工认识到他们要对自己负责。对于员工将薪水作为满意原因的排在最后的一个原因，我们觉得这一点很有意思。因为实际上本公司的薪酬在本行业来讲已经是相对很高的水平，而本公司的员工好象还觉得自己获得的薪酬还不够高。”
2 如何留住员工
在招聘与留人中有三个大方面要注意：弄清楚人员流失的原因，经济上鼓舞员工，以及创造更好的工作环境。
为什么有员工流失？当这个问题出现时，必须要先弄清楚这个问题的答案再采取行动。然而许多公司招聘者在员工离职的时候却没有按这样的思路正确处理。招聘方不应等到有员工离职的时候才开始采取预防措施。他们应当开始从员工、从应聘者的角度设想，有什么样的理由能使求职者选择在这一家而不是别家公司工作？
人员流失的许多原因与薪金并不无很大的关联。离职的员工往往是因为人的因素而离职，例如与管理层的冲突，没有得到兑现的承诺，或者意识到得不到欣赏、支持或适当的监督指点。甚至有一些人员流动的原因完全与雇佣方无关的，例如是想在离家更近的地方工作。
2.1 应对人才流失的经济措施
雇佣方可通过以下几个途径鼓励和挽留员工：
1、支付符合市场水平的薪酬。关于薪资水平的调查可以从有关机构、招聘公司、甚至是网络上获取。任何一个值得挽留的员工都足够聪明地去了解清楚自己所得的薪资是否符合市场行情。
2、持股制度能鼓舞员工增加对企业的忠诚度。最忠诚的员工，值得拥有企业的一部分股份。专家认为这种制度能将人才流失率降低一半。
3、奖金和其他一些按表现奖励的措施能稳固员工对企业的忠诚度。多年来销售业务员提成抽佣非常普遍，而如今这种做法也能作为参考应用于其他类型的员工上。
利益能吸引和留住员工，但恰到好处的鼓励和赞扬则不需要花费大量的钱财，也可向员工传达出积极的信息，增加其忠诚度，降低流失率。其他常用的激励方式还包括报销费用给员工的学习项目、退休补贴、托儿津贴，以及为双职工夫妇作时间灵活的工作安排。另外还有一些优惠例如组织周末短程旅游，提供车辆租赁，优惠办理专业机构的会员卡，配备台式或笔记本电脑，配备手机，额外有薪假，赠送礼品，赠送健康健身中心会员卡等。企业在这方面可以发挥创意，只需确保员工认识到这些优惠福利中的价值所在。
4、改善工作环境有助于维系员工队伍不流失。许多人与同事相处的时间甚至多于与家人相处的时间，并且会向同事寻求支持、鼓励和赞赏。因此企业应着
力营造和谐友好的工作环境。
业界目前还流行一种方法，就是通过提供指导来留住员工，当然这还是需要管理层立足于集体意识来落实。福特表示：“所谓指导，就是企业内有专人专门回答员工关于公司文化，责任义务，晋升机会之类的问题。许多公司已经因此成功降低人员流失率，相信随着广泛的传播，这种途径会被更加多的企业所采用。许多企业还提供例如海上游艇巡游、假期等，奖励…优秀?员工，同时也是激励…良好?员工向…优秀?员工看齐。”
根据美国圣地亚哥州的“创意领导中心”报告指出，那些给员工提供发展空间、良好沟通以及其他积极正面因素的公司，都维持很低的人员流失率，而创造企业利润可多出20%。
5、为员工规划职业生涯。这样做的好处是帮助员工了解自己的努力目标，使其工作有实际的方向和积极的意义。
6、鼓励开放式的对话。与员工分享公司运作和财政状况有助于建立雇佣方和受雇方之间的信任。最终会使员工对企业有主人翁的精神，成为长期留守企业的力量。
7、倾听员工的意见。设立意见建议信箱，每周或每月奖励好的员工意见和建议。
8、组建和谐团队。提供奖励计划，对员工的工作表现和成绩予以认可和奖励。定期举办企业内部的交流活动，以营造亲切热情的氛围。
另外，考虑以下几点，可以有助于维持员工队伍以及招募合适的人选来填补职位空缺：
1、完善当前的为搜寻、吸引有潜力的员工而投放的广告和市场营销计划。
2、使用网上招聘的途径。
3、与相关机构、供应商、同行等建立关系网。
4、制定规定，奖励成功推荐合适新员工的现有员工。
5、留意人力资源市场发生的变化。
6、参加招聘会，参观大学院校，并且适当地跟进。
7、在内部招聘的同时，寻求专业招聘机构作为辅助的招聘手段。
随着市场的不断的竞争，企业的成功越来越多地决定于招聘者在人力资源管
理上的能力和策略。归根到底，重点即是在于吸引人才和维持企业人才队伍的忠诚度，降低人员流失率。
在维系员工队伍、挽留人才上，也是有底线的。企业领导人属下的经理人的管理能力，对于能否留住底下的人才，起着重要的影响。调查显示，多数员工辞职并不真的是告别公司告别工作，而是告别经理告别主管。
管理层中的经理如果仅仅是为人随和、受欢迎，是远远不够的。诚然，一个受喜爱的经理能从员工身上加分，对企业好感加分，而一个刻薄的令人讨厌的经理则相反。然而作为真正善于留人的经理或主管都知道，要控制企业员工流失的情况，管理的质量是一个关键因素。
2.2懂得有效管理的经理人能避免或降低员工的流失
这类型的经理挽留员工的第一步就是在一开始的时候向员工清晰说明对员工在工作上的要求和期望，向员工描绘符合预期的工作表现所能带来的成功，这种成功是雇佣双方共同的成功。他们还会频繁地与员工进行沟通，使得互相沟通后员工感到受重视，并认为自己有信心完成工作任务。
员工对于经理们和主管们的抱怨主要包括以下一些方面，也就是他们决定辞职的原因：
1、他们没有清晰说明对员工的工作要求和期望
2、他们没有清晰说明员工晋升的空间和加薪的可能
3、他们没有经常与员工会面和谈话
4、他们没有为员工指出可以通过员工努力而达到的工作上的目标
2.3当经理没有成功挽留员工怎么办
如果一个经理没有成功地挽留要辞职的员工，那么很可能只有两种原因：一是他可能没有能力加强他对在职员工的管理和合理的评价员工，二是他可能是不愿意加强对员工的管理和合理的评价。一个经理在职时期如果有不少重要的优秀的员工离职，就说明他不足以继续担当管理者的角色。如果这样的经理选择争取
留下，就必须努力做到有成绩有表现有贡献。经理本身也是企业主属下的员工，如果他们无法进步，企业的最高管理者就应当让这样的经理离开企业，而不是等到他们对企业造成负面影响的时候才去辞退他们。
如果采用前面所列出的挽留员工的方法，大多数经理们将会成为成功挽留人才、降低企业人员流失率的，成为合格的经理人。企业最高管理者对企业经理的栽培投资，能给企业带来持续的发展。毕竟归根到底，一个企业的成功核心在于企业雇佣什么样的员工，留用什么样的人才。
Attract and keep good employees by Frederick Hornberger
Published in the March 2005 issue of Contractor Tools and Supplies magazine.
A.Importance of attracting and keeping good employees
More than a decade ago, leading trade associations in the United States began warning of an impending labor shortage. That prediction has turned out to apply to almost all parts of the more and more intensively competitive business world nowadays. This labor shortage affects almost every industry and employers must begin to look outside of traditional labor pool sources. A s “greener” workers take their places on jobsites, accidents are sure to follow. That?s why attracting and retaining good employees is key. Company owners and management have to take the responsibility and efforts to create an environment where good employees are willing to work in and stay.
The primary elements of any plan to improve the quality of the staff you employ include improving the quality of new hires, identifying and retaining superior employees, and developing employees (especially those with high potential for growth).
At the same time, you need to take a look at underperforming staff.. Ask whether each individual is in the wrong job. Determine whether the company has provided specific and clear requirements so the individual knows what you expect from him. Make sure you have provided feedback against goals and objectives so the person knows he is not meeting expectations.
David Groce is an account manager at Power & Controls Automation, an automation products distributor in Norcross, Ga. The company is the master
distributor for Siemens Energy and Automation in Florida and Georgia.
"A good employee features loyalty, commitment, creativity, and attention to detail, a trait that is very important and quite rare," says Groce. "Beyond benefits and a salary package, an employee needs to have confidence in the company. They need to know that the products you are selling are no risk, and that the company itself will be staying in the industry, and is reliable."
According to Groce, security is the differentiation between a good company and a bad company. "A good employee has a positive attitude, is trainable, has a reputable track record, and works well with others," says St. John. "As a small company, we are able to be more flexible, and boast a family-friendly environment with a more self-management style. We allow employees to take time for what they need and make it up later, and have a benefit package that competes."
A good employee’s expectations from a company
An employee in any business wants the following - in descending order of importance or weight.
1. Pleasure - Job pleasure includes looking forward to going to work and
feeling satisfied when the day is done. What that means will be different for each employee. It may come from being creative, successfully carrying out an assignment or task, seeing a positive result from their actions, knowing they've contributed to someone else's good or receiving respect and recognition from others.
A creative person will be most productive being creative. A detail-oriented
person will enjoy digging into the minutia. Moving a technical genius into an administrative position probably isn't going to be productive - anywhere. Job duties and individual personal qualities need to come together in order to maximize productivity.
2. Money - For most employees, money is only important when it feels like
the pay does not match perceived value. Money can add to job pleasure, but does
not replace it. Those who are driven by money alone may have trouble aligning with the rest of the team.
3. Comfort/Time-Off - Everyone has a different definition of comfort. For some people working close to home is a comfort because of family needs. Flexible time or extra time off may be needed for a variety of reasons. Willingness to negotiate is the key to success here.
4. Security/Benefits - No one wants to feel like they may be the next to go or that the company is in dire circumstances out of their control. Benefits are more important to some than to others. Benefits that fit the needs of each individual are ideal and may be negotiable. Make sure the employee understands their benefits and their responsibility in order to receive them.
These are the prerequisites needed to experience job satisfaction. Any time an employee spends thinking about, talking about or pursuing any of these is unproductive time.The guy who goes home at the end of the day feeling satisfied will look forward to coming to work tomorrow. He will not only stay on board, he will be highly productive while he's there.
"Employees are brought on to do a specific task, and a good employee knows where they're at, and where they're going," says Dustin Ford, an account executive at Management Recruiters, one of the largest search firms in the country. "Employers, of course, are looking at, how can this employee either make money or save money?" Ford specializes in finding and placing people in the industrial sales sector. He worked for Motion Industries prior to this position, and has been recruiting for five years.
Derek Butcher and his sister, Michelle St. John, are the operations manager and vice president of marketing, respectively, for their family business, IBS, Inc. "Good employees are attracted by advantageous aspects other than strictly compensation, something more than a number," he says. "Today, they're looking for a career package, including a comfortable company culture, career path, diversity of responsibilities, and a work/life balance. That balance is becoming
increasingly more popular. A company can give it all to an employee, but they still want to have a life to spend time with their spouses and kids."
Interviewing the possibilities
Interviewing is almost an essential part for all companies to recruit new staff.
For some companies, it's a definitive avenue into figuring out a potential hire; for others, it's a preliminary step into deciding if this person would be good for the company. Interviewing is the pivotal part of this whole process, because how else can you know if the potential employee is good, unless you ask questions, put them in situations, and test them for their ability to think on their feet? The ultimate importance of the interview is always up for debate, but how it is approached seems to be trending.
Conducting a Successful Interview
1.Be prepared; know what questions you?re going to ask.
2.Research the position, identify skills a qualified candidate should possess; if there is more than one person doing the interview, work together and be ready.
3.Be courteous; be on time; put your best foot forward.
4.Show potential employees that your company is a great place to work.
5.Conduct the interview in a comfortable place; eliminate interruptions.
6.Your office is not a good place to conduct an interview. Use a conference room, private break are a or other room where you won?t be interrupted.
7.Listen attentively; make eye contact; get to know the applicant.You can learn a great deal about a person by simply listening to what they say and how they say it. Do they communicate well? Are they being h onest? Listen and you?ll know.
8.Give the applicant time to ask questions about the company and the job. Sell the position and the organization; create goodwill. This person has the potential to increase your profits.
Companies that approach their employees as numbers, and treat them as nothing but vessels from which to get money and revenue, fail at retaining their people, he adds.
"You have to be concerned about their welfare, and give them flexibility when they need it," says Groce. "If a company could provide some kind of day care, or anything like that with a personal touch, that would be a huge boon to their people. How about an employee with no more vacation time and an emergency illness with his mother? You tell him to go to her, and that vacation time can be figured out later. You need to cement the relationship as a supportive force in their lives."
Employees’ satisfaction
Butcher and St. John conducted a survey of their own employees to find out about their job satisfaction and what they like, or don't like, about their job. The company's financial health (66.7 percent) far outpaced benefits (41.7 percent) and salary (33.3 percent) as reasons for their satisfaction with their jobs. Other factors cited include flexibility, job security, relationship with colleagues, company size, relationship with management and feeling of being valued. Fifty-eight percent said that the work itself was what they liked most about their job; and 25 percent cited their salary as what they like least about their job. "I think that their citing the company's financial health as their biggest reason for satisfaction is significant," says Butcher. "We asked them for their input, and it's noted that they feel valued and appreciate the flexible working environment."
"We've set up an appraisal system, and the people here are responsible for their own success and happiness," says St. John. "Everyone knows where they stand. We solicit opinions constantly. We meet with each employee and appraise them two or three times a year, and give them the power to improve themselves.
Ultimately that creates a feeling that they are responsible for themselves. But that they cited salary as what they like least is interesting, since most are overpaid comparatively in the industry, and feel as though they're not paid enough."
Keeping employees
There are three parts to employee recruiting and retention: Identifying why employees leave; appreciating employees financially; and creating a better working environment.
Why do employees leave? When a problem arises on the jobsite, everything comes to a halt until the problem is identified and corrected. Contractors rarely follow the same process when an employee leaves.
Employers don?t have to wait until an employee leaves to begin taking preventive m easures. They can begin by asking themselves, “If I were looking for
a job, why would I want to work for my company?”
Many of the underlying reasons employees leave have little to do with money.
They often leave because of a human factor such as management conflict, broken promises, or perceived lack of appreciation, support or direction. Still others have nothing to do with the employer, such as a need to be physically closer to family. Financial steps to employee stability
Companies can do several things to appreciate employees financially. The first is to pay market wages. Associations, recruitment firms and even the Internet make compensation surveys readily available. Any employee worth keeping is smart enough to monitor these figures to make sure he or she is getting paid fair market value.
1.Stock plans can encourage loyalty. The most loyal employee is the one with
ownership in the firm. Corey M. Rosen, the executive director for the National Center for Employee Ownership, states a strong stock plan can cut employee turnover in half.
2.Bonuses or other performance-based pay scales can instill loyalty. Payment
on commi ssion has been common for salespeople for years and it?s now becoming more prevalent for operations employees to earn compensation through bonuses and/ or commissions.
3.Benefits can entice and retain workers. Perks don?t have to cost a great deal
of money and the message they send to the employee can increase loyalty and
reduce turnover.
A lot of companies also give incentives such as cruises, vacations and the like. It rewards the 'great' employee, and motivates the 'good' employee to become great.
Other common incentives include reimbursement for tuition on qualified programs, retirement plans, child-care subsidies and flexible schedules for working parents.
Other benefits can be weekend excursions, leased vehicles, memberships in professional organizations, computers/laptops, cellular phones, additional paid days off, gifts and health club memberships. You can be creative; just make sure the employee perceives value in the benefit.
4.Improving the work environment can help retain employees. Most people spend more time with co-workers than with their families and look to fellow workers for support, encouragement and appreciation.
"With mentoring, someone is always there to answer questions on company culture, responsibilities, promotional opportunities and the like," says Ford. "A lot of companies find that it's been very successful, and I think, it will become more popular as word travels."
The Center for Creative Leadership in San Diego reports that firms offering employee development, good communication, ethical practices and other positive human factors enjoy greater retention rates and 20 percent higher profits. Here are some non-financial tools some employers use to help boost retention rates:
5.Develop a career plan with employees. Help employees develop a career plan so they understand where they are going and why it makes sense to achieve those goals.
6.Foster open dialog. Sharing operating and financial information helps build trust between employer and employee. It ultimately invests them with a feeling of ownership in the company and, in turn, a long-term stake in its future.
7.Listen to employees. Make suggestion boxes available and offer a reward
for the suggestion of the week or month.
8.Build your team. Provide reward programs that recognize performance and
achievement. Hold regular company socials to build rapport and enthusiasm.
Tips to attract quality employees
There are several tools that can help you find employees to fill open or new positions. Consider:
1.Develop ongoing advertising and marketing programs targeted to potential
employees.
https://www.doczj.com/doc/357464856.html,e computer-based recruitment.
https://www.doczj.com/doc/357464856.html,work with associations, suppliers, owners and peers.
4.Establish a program that pays employees for successful referrals.
5.Be visible wherever the labor pool frequents, such as at industry
associations and related events.
6. Visit job fairs and colleges and follow up on any leads.
https://www.doczj.com/doc/357464856.html,e a specialty recruitment firm to supplement your internal hiring efforts.
As competition continues, success will be judged more o n the employer?s abilities and strategies on human resource management. All these point to the importance of attracting and maintaining a loyal work force and a higher retention.
There is a bottom line when it comes to employee retention. The quality of the supervision an employee receives is critical to employee retention. Surveys show that most people leave managers and supervisors more often than they leave companies or jobs.
It is not enough that the manager is well-liked or a nice person. Sure, a nice, likeable manager earns you some points with your employees. A draconian, nasty, or controlling manager takes points away from your organization. But, a manager or supervisor, who is a pro at employee retention, knows that the quality of the supervision is the key factor in employee retention.
Effective Managers Create Employee Retention
Managers who retain staff start by communicating clear expectations to the employee.They share their picture of what constitutes success for the employee in both the expected deliverables from and the performance of their job.
These managers provide frequent feedback and make the employee feel valued. When an employee completes an exchange with a manager who retains staff, he or she feels empowered, enabled, and confident in their ability to get the job done.
Employee complaints about managers and supervisors center on these areas.
Employees leave managers who fail to:
1.provide clarity about expectations,
2.provide clarity about career development and earning potential,
3.give regular feedback about performance
4.hold scheduled meetings, and provide a framework within which the
employee perceives he can succeed.
What if a Manager Fails at Employee Retention?
If a manager fails at employee retention, the chances are good that the manager has been unable or unwilling to develop their ability to manage and value people across the board. Managers who exhibit a pattern in which their key employees leave your organization cannot retain their management role.If they choose to stay, however, they must commit to being effective, contributing employees. If the manager cannot make this leap, you will need to let the manager go before their negativity impacts the rest of your workplace.
Given the retention tips mentioned in previous parts, most managers will be able to become managers who retain their best employees. Your investment in your managers can fuel your organization's ongoing success. After all, it is the quality of the people you employ and retain that is the heart of your business success.
2019考研英语一真题翻译参考答案及解析 考研历年真题一定要用好，研究好。结合大纲和真题来选择辅导用书是最明智的。本文带大家回顾2019考研英语一真题翻译参考答案及解析： Part C Directions: Read the following text carefully and then translate the underlined segments into Chinese. Your translation should be written neatly on the ANSWER SHEET. (10 points) It was only after I started to write a weekly column about the medical journals, and began to read scientific papers from beginning to end, that I realised just how bad much of the medical literature frequently was. I came to recognise various signs of a bad paper: the kind of paper that purports to show that people who eat more than one kilo of broccoli a week were 1.17 times more likely than those who eat less to suffer late in life from pernicious anaemia. (46) There is a great deal of this kind of nonsense in the medical journals which, when taken up by broadcasters and the lay press, generates both health scares and short-lived dietary enthusiasms. Why is so much bad science published? A recent paper, titled “The Natural Selection of Bad Science”, published on the Royal Society’s open science website, attempts to answer this intriguing and important question. It says that the problem is not merely that people do bad science, but that our current system of career advancement positively encourages it. What is important is not truth, but publication, which has become almost an end in itself. There has been a kind of inflationary process at work: (47) nowadays anyone applying for a research post has to have published twice the number of papers that would have been required for the same post only 10 years ago. Never mind the quality, then, count the number. (48) Attempts have been made to curb this tendency, for example, by trying to incorporate some measure of quality as well as quantity int o the assessment of an applicant’s papers. This is the famed citation index, that is to say the number of times a paper has been quoted elsewhere in the scientific literature, the assumption being that an important paper will be cited more often than one of small account. (49) This would be reasonable if it were not for the fact that scientists can easily arrange to cite themselves in their future publications, or get associates to do so for them in return for similar favours. Boiling down an individual’s o utput to simple metrics, such as number of publications or journal impacts, entails considerable savings in time, energy and ambiguity. Unfortunately, the long-term costs of using simple quantitative metrics to assess researcher merit are likely to be quite great. (50) If we are serious about ensuring that our science is both meaningful and reproducible, we must ensure that our institutions encourage that kind of science. 46-50参考答案及解析：
Aspen Plus常用词汇中英文对照表 A adiabatic 绝热的 adsorption 吸附 aircooler 空冷器 algorithm 算法 alias 又名，别名 align 使……排成直线 ambient temperature 环境温度 analysis 分析 annotation 注释 apparent component approach 表观组分方法approach 方法 aqueous 水溶液的，水的，含水的 assay化验（油品分析） ADA (assay data analysis)化验数据分析assign 指定 attach连接 attr-comps 组分属性 attr-scaling属性标量 available可用的 B backup (降液管内的清液层）高度 baffles 挡板 balance 平衡模块，平衡 base components 基准组分 base method 基本方法（包含了常见物性方法）batch 批量处理，一批 BatchFrac 间歇精馏 binary interaction 二元交互作用 blank simulation 空白模拟 block模块 Block-Var 模块变量boilup ratio 再沸比 bottoms rate 塔底产品流率 bottoms to feed ratio塔底产品流率与进料流率比brake power 轴功率 Broyden 布洛伊顿拟牛顿法 built-in 内置 C calculator 计算器 capacity 通量 capacity factor 通量负荷因子 cascade 层叠 case study 工况分析 category 类别，种类 chemical equilibrium 化学平衡 Chem-Var 化学变量 class分类 clearance 间隙 co-current 并流 coefficient 系数 column 塔 CGCCs (column grand composite curves)塔的总组合曲线 column specifications 塔设定 Compattr-Var 组分变量 component 组分 composition 组成 Compr 压缩机或涡轮机模块 comps-groups 组分分组 conceptual design 概念设计 condenser 冷凝器 condenser specification 冷凝器设定 configuration 配置
外文翻译 专业机械设计制造及其自动化学生姓名刘链柱 班级机制111 学号1110101102 指导教师葛友华
外文资料名称： Design and performance evaluation of vacuum cleaners using cyclone technology 外文资料出处：Korean J. Chem. Eng., 23(6), (用外文写) 925-930 (2006) 附件： 1.外文资料翻译译文 2.外文原文
应用旋风技术真空吸尘器的设计和性能介绍 吉尔泰金，洪城铱昌，宰瑾李， 刘链柱译 摘要：旋风型分离器技术用于真空吸尘器 - 轴向进流旋风和切向进气道流旋风有效地收集粉尘和降低压力降已被实验研究。优化设计等因素作为集尘效率，压降，并切成尺寸被粒度对应于分级收集的50％的效率进行了研究。颗粒切成大小降低入口面积，体直径，减小涡取景器直径的旋风。切向入口的双流量气旋具有良好的性能考虑的350毫米汞柱的低压降和为1.5μm的质量中位直径在1米3的流量的截止尺寸。一使用切向入口的双流量旋风吸尘器示出了势是一种有效的方法，用于收集在家庭中产生的粉尘。 摘要及关键词：吸尘器; 粉尘; 旋风分离器 引言 我们这个时代的很大一部分都花在了房子，工作场所，或其他建筑，因此，室内空间应该是既舒适情绪和卫生。但室内空气中含有超过室外空气因气密性的二次污染物，毒物，食品气味。这是通过使用产生在建筑中的新材料和设备。真空吸尘器为代表的家电去除有害物质从地板到地毯所用的商用真空吸尘器房子由纸过滤，预过滤器和排气过滤器通过洁净的空气排放到大气中。虽然真空吸尘器是方便在使用中，吸入压力下降说唱空转成比例地清洗的时间，以及纸过滤器也应定期更换，由于压力下降，气味和细菌通过纸过滤器内的残留粉尘。 图1示出了大气气溶胶的粒度分布通常是双峰形，在粗颗粒（>2.0微米）模式为主要的外部来源，如风吹尘，海盐喷雾，火山，从工厂直接排放和车辆废气排放，以及那些在细颗粒模式包括燃烧或光化学反应。表1显示模式，典型的大气航空的直径和质量浓度溶胶被许多研究者测量。精细模式在0.18?0.36 在5.7到25微米尺寸范围微米尺寸范围。质量浓度为2?205微克，可直接在大气气溶胶和 3.85至36.3μg/m3柴油气溶胶。
2020年考研英语一翻译真题及答案解析 2017年考研英语考试已经结束!出国留学考研网在考后第一时间 为大家提供2017年考研英语一翻译真题及答案解析，更多考研资讯 请关注我们网站的更新! 2017年考研英语一翻译真题及答案解析 英语1文章明显偏学术，今年考察英语语言发展情况，文章选的英国文化教育协会，是雅思出题组织者。它的主席叫大卫格兰多的 一本书，叫《英语下一步》，他讲到整本书意思是英语将走向何处。 很有意思的是主席曾经这本书里说到了中文将以后成为世界语言。英语1考题作为序言部分作为考题。 今年英语1总体难度和去年相比，刚刚过去2016年考研题稳中 有一点点上升，没有任何难句出现，只是长句。我认为稳中上升。 第一句话有一个单词难一点，(英文)，英语全球性主导地位。翻译里没有考过。(英文)主导地位考过，但是是阅读里经常出现，翻 译都是可以的。这句话基本意思说到了，说英语的人进一步扩大， 这是一个(英文)状语从句。后面跟着有迹象表明，是主句，表明的 迹象是什么呢?从句，英语全球性主导地位在可预见地位将减弱。 fade(英文)略微有难度。我对考研阅读没有那么熟，但是2000 年出现过。如果按照新东方老师关注的精读方法来学习有很好的效果。 第二句话讲到了大卫这个人分析，会终结一些人的(英文)，他们或许会认为英语全球性地位是如此稳定。他们有一次词，是(英语) 如此稳定，英国年轻一代不需要额外学习其他的语言能力。但是会 终结年轻一代的能力。 但是组织的时候要注意一下，有些人认为英语语言地位如此稳定，英国年轻人没有必要学习什么，但是大卫的观点会终结这些人的想法。语序颠倒一下会更好。
使用高级分析法的钢框架创新设计 1．导言 在美国，钢结构设计方法包括允许应力设计法(ASD)，塑性设计法(PD)和荷载阻力系数设计法(LRFD)。在允许应力设计中，应力计算基于一阶弹性分析，而几何非线性影响则隐含在细部设计方程中。在塑性设计中，结构分析中使用的是一阶塑性铰分析。塑性设计使整个结构体系的弹性力重新分配。尽管几何非线性和逐步高产效应并不在塑性设计之中，但它们近似细部设计方程。在荷载和阻力系数设计中，含放大系数的一阶弹性分析或单纯的二阶弹性分析被用于几何非线性分析，而梁柱的极限强度隐藏在互动设计方程。所有三个设计方法需要独立进行检查，包括系数K计算。在下面，对荷载抗力系数设计法的特点进行了简要介绍。 结构系统内的内力及稳定性和它的构件是相关的，但目前美国钢结构协会（AISC）的荷载抗力系数规范把这种分开来处理的。在目前的实际应用中，结构体系和它构件的相互影响反映在有效长度这一因素上。这一点在社会科学研究技术备忘录第五录摘录中有描述。 尽管结构最大内力和构件最大内力是相互依存的（但不一定共存），应当承认，严格考虑这种相互依存关系，很多结构是不实际的。与此同时，众所周知当遇到复杂框架设计中试图在柱设计时自动弥补整个结构的不稳定（例如通过调整柱的有效长度）是很困难的。因此，社会科学研究委员会建议在实际设计中，这两方面应单独考虑单独构件的稳定性和结构的基础及结构整体稳定性。图28.1就是这种方法的间接分析和设计方法。
在目前的美国钢结构协会荷载抗力系数规范中，分析结构体系的方法是一阶弹性分析或二阶弹性分析。在使用一阶弹性分析时，考虑到二阶效果，一阶力矩都是由B1,B2系数放大。在规范中，所有细部都是从结构体系中独立出来，他们通过细部内力曲线和规范给出的那些隐含二阶效应，非弹性，残余应力和挠度的相互作用设计的。理论解答和实验性数据的拟合曲线得到了柱曲线和梁曲线，同时Kanchanalai发现的所谓“精确”塑性区解决方案的拟合曲线确定了梁柱相互作用方程。 为了证明单个细部内力对整个结构体系的影响，使用了有效长度系数，如图28.2所示。有效长度方法为框架结构提供了一个良好的设计。然而，有效长度方法的
2020年考研《英语一》翻译真题答案(跨考版) 文章来源于An Outline of American History，《美国历史纲要》，是一本历史学方面的专著。 46 We don’t have to learn how to be mentally healthy; it is built into us in the same way that our bodies know how to heal a cut or mend a broken bone. 【句子结构】分号连接的两个并列句，第一个并列句主干是 We don’t have to learn ，how引导宾语从句做learn的宾语，第二个 并列句主干是it is built into us in the same way，that引导定 语从句修饰先行词way，that定语从句中主干是our bodies know，how引导宾语从句做know的宾语。 【参考译文】我们无需刻意去了解学习才能让心理更健康，它正 如我们的身体知道怎样让伤口愈合和修复骨折一样，是根植于我们体 内的/是我们与生俱来的水平。 47 Our mental health doesn’t really go anywhere; like the sun behind a cloud, it can be temporarily hidden from view, but it is fully capable of being restored in an instant. 【句子结构】分号连接的两个并列句, 第一个并列句主谓结构， 很简单，第二个并列句中，like the sun behind a cloud是状语， but 连接两个并列分句，包括短语be hidden from 和be capable of. 涉及被动语态的翻译方法。 【参考译文】我们的心理健康并不是真的消失不见，就像云朵背 后的太阳，它也许暂时被遮挡，但是它也能够在瞬间重焕光芒。 48 Mental health allows us to view others with sympathy if they are having troubles, with kindness if they are in pain, and with unconditional love no matter who they are.
学士学位证书及毕业证英文翻译模板 附录：今天老师给我们留了个作业，让我们把本科毕业证书翻译成英文的，怎么翻译啊~所以请大家帮帮忙吧~谁能给我提供一个毕业证书的英文模版啊~本科毕业证书的啊~越快越好，如果老师满意，多少钱我都不在乎~包括专升本证书，能有工商管理硕士的最好！学士学位证书英语翻译与毕业证英文翻译模板，为爱大学本科生及研究生提供英文毕业证翻译样本。首先请看《办理中英文成绩单、英文毕业证学位证书的须知》。涉及中文或英文成绩单翻译，含英文毕业证书学位证书的证明。学生学位证书英文翻译模板BACHELOR’S DEGREE CERTIFICATE This is to certify that Ms. Wang Danli, born in October 1977, has studied in the Department of Law, xxx University with a specialty of Law from September 1996 to June 2000. Upon completing and passing all the required courses of the 4-year undergraduate program, she is granted graduation. In accordance with the academic degree act of the People’s Republic of China, the aforesaid student is awarded the Bachelor’s Degree in Law. xxx Chairman of Degree Appraising Committee of xx University June 30, 2000 Certificate No.: 103354003888 本科毕业证书翻译模板DIPLOMA This is to certify that Ms. Wang Lan, born on February 29, 1980, has studied in the Department of Foreign Languages,xxxUniversity with a specialty of English from September 1997 to June 2000. Upon completing and passing all the required
第一单元 “一年365 天，一周7 天，一天24 小时，生意始终在进行，那意味着一年365 天，一周7 天，一天24 小时，竞争也同样在进行，”豪特说，“公司取胜的方法之一就是要更快地到达‘目的地’！这就是说，你不仅要把所有能支持公司快速运转的功能都调动起来，而且还得知道如何决定‘目的地’是哪里。这样，不仅对那些行动快速的人们，也对那些思维敏捷，并有勇气按自己的想法行事的人们都提出了要求。这需要全公司各部门的运作，而不仅仅是管理部门的工作。 “Business happens 24/7/365, which means that competition happens 24/7/365, as well,” says Haut. “One way that companies win is by getting …there? faster, which means that you not only have to mobilize all of the functions that support a business to move q uickly, but you have to know how t o decide where …there? is! This creates a requirement not only for people who can act quickly, but for those who can think fast with the courage to act on their convictions. This needs to run throughout an organization and is not exclusive to management.” 最后，职业地位包含对职业标准的遵守。很多律师通过在行业内外把自己塑造成一个具有良好职业道德的典范来找到自我价值。对那些在所有职业行为中都表现出极度正直和谦逊有礼的律师们来说，当管理阶层对他们理应受到的特别尊重表示肯定时，便又获得了另一种形式的精神报酬。 Lastly, professional status encompasses adherence to ethical standards. Most lawyers find self worth in setting an example—both within the profession and within the larger society—as ethical actors. When management affirms the special respect due to lawyers who act with the utmost integrity and civility in all of their professional dealings, it provides yet another form of compensation. 第四单元 很多研究发现婴儿获得关爱的质量会影响到他们以后的交友，在学校的表现，如何应对陌生的或可能充满压力的情况，以及他们成年后如何建立并且维系情感连系。正是因为这些原因，人们与家庭成员的早期亲密关系才如此至关重要。在人情冷漠的环境中(如孤儿院，某些寄养家庭，或缺乏关爱的家庭)长大的孩子会出现情感和社会性发育不良，语言和运动技能迟缓，以及精神健康问题。Much research shows that the quality of care infants receive affects how they later get along with friends, how well they do in school, how they react to new and possibly stressful situations, and how they form and maintain loving relationships as adults. It is for these reasons thatpeople's early intimate relationships within their family of origin1 are so critical. Children who are raised in impersonal environments (orphanage, some foster homes, or unloving families) show emotional and social underdevelopment, language and motor skills retardation, and mental health problems. 一开始让人相互吸引的是什么?许多人相信“世上有一个人是你为之而生的”，而且命运会将你俩带到一起。这样的想法很浪漫却不现实。实证研究发现，是文化标准和价值观而非命运，将人们连系在一起。我们错过了成千上万的可能的爱人，因为他们早就被正式的或非正式的挑选理想爱人的准则筛选出局，这些准则包括年龄、种族、地域、社会阶层、宗教、性倾向、健康状况或外表。 What attracts individuals to each other in the first place? Many people believe that "there's one person out there that one is meant for" and that destiny will bring them together. Such beliefs are romantic but unrealistic. Empirical studies show that cultural norms and values, not fate, bring people together We will never meet millions of potential lovers because they are "filtered out" by formal or informal rules on partner eligibility due ton factors such as age, race, distance, Social class, religion, sexual orientation, health, or physical appearanc e. 第五单元 做瑜伽没有场地的限制，一套瑜伽动作通常需要20 分钟到两个小时或者更多的时间，而一个小时左右的时间则是一系列动作和冥想的最佳选择。根据瑜伽师和学派的不同，一些瑜伽动作做起来辛苦异常，而另一些却只是在呼吸和心跳平稳的情况下调整和伸展肢体。每天练习瑜伽会达到最好的效果，随着动作越来越熟练，你就可以加大强度和难度这样瑜伽就能成为你相伴终生的日常锻炼方式了。练习基础的瑜伽动作即可收到增强力量，改善柔韧性并使人感到舒适的效果，但要想达到完美和高深的境界还是需要日积月累的练习，这也是瑜伽吸引人的地方之一。 Yoga routines can take anywhere from 20 minutes to two or more hours, with one hour being a good time investment to perform a sequence of postures and a meditation. Some yoga routines, depending on the teacher and school, can be as strenuous as the most difficult workout, and some routines merely stretch and align the body while the breath and heart rate are kept slow and steady. Yoga achieves its best results when it is practiced as a daily discipline, and yoga can be a life-long exercise routine, offering deeper and more challenging positions as a practitioner becomes more adept. The basic positions can increase a person?s strength, flexibility and sense of well-being almost immediately, but it can take years to perfect and deepen them, which is an appealing and stimulating aspect of yoga for many. 第七单元 人性的恒定性是众所周知的，因为没有人相信一个人能够从根本上改变他的本性。这就是为什么一个恶名远扬的人很难重建公众对他的信心。人们凭经验知道某一年中表现出无赖性格的人不太可能在第二年有任何改观。小偷也不会变成值得信赖的员工。吝
学士学位证书及毕业证英文翻译模板 BACHELOR’S DE GREE CERTIFICATE This is to certify that Ms. Wang Danli, born in October 1977, has studied in the Department of Law, xxx University with a specialty of Law from September 1996 to June 2000. Upon completing and passing all the required courses of the 4-year undergraduate program, she is granted graduation. In accordance with the academic degree act of the People’s Republic of China, the aforesaid student is awarded the Bachelor’s Degree in Law. xxx Chairman of Degree Appraising Committee of xx University June 30, 2000 Certificate No.: 103354003888 [ Last edited by rachel4176 on 2005-6-22 at 21:14 ] 毕业证书翻译模板 DIPLOMA This is to certify that Ms. Wang Lan, born on February 29, 1980, has studied in the Department of Foreign Languages,xxxUniversity with a specialty of English from September 1997 to June 2000. Upon completing and passing all the required courses of the 4-year undergraduate program, she is granted graduation. xx President of xx University Registration No.: 298168015 Date Issued: June 30, 2000
atm 1atm为一个标准大气压 Bar 巴压力单位 BaseMethod 基本方法包含了一系列物性方程 Batch 批量处理 BatchFrac 用于两相或三相间歇式精馏的精确计算 Benzene 苯 Blocks 模型所涉及的塔设备的各个参数 Block-Var 模块变量 ChemVar 化学变量 Columns 塔 Columnspecifications 塔规格 CompattrVar 组分变量 Components 输入模型的各个组成 ComponentsId 组分代号 Componentsname 组分名称 Composition 组成 Condenser 冷凝器 Condenserspecifications 冷凝器规格 Constraint 约束条件 Conventional 常规的 Convergence 模型计算收敛时所涉及到的参数设置 Databrowser 数据浏览窗口 Displayplot 显示所做的图 Distl 使用Edmister方法对精馏塔进行操作型的简捷计算 DSTWU 使用Winn-Underwood-Gilliland方法对精馏塔进行设计型的简捷计算 DV精馏物气相摩尔分率 ELECNRTL 物性方程适用于中压下任意电解质溶液体系 Extract 对液体采用萃取剂进行逆流萃取的精确计算 Find 根据用户提供的信息查找到所要的物质 Flowsheetingoptions 流程模拟选项 Formula 分子式 Gasproc 气化 Heat Duty 热负荷 HeatExchangers 热交换器 Heavy key 重关键组分 IDEAL 物性方程适用于理想体系 Input summary 输入梗概 Key component recoveries 关键组分回收率 kg/sqcm 千克每平方厘米 Lightkey 轻关键组分 Manipulated variable 操作变量 Manipulators 流股调节器
理工学院毕业设计(论文)外文资料翻译 专业：热能与动力工程 姓名：赵海潮 学号：09L0504133 外文出处：Applied Acoustics, 2010(71):701~707 附件： 1.外文资料翻译译文；2.外文原文。
附件1：外文资料翻译译文 基于一维CFD模型下汽车排气消声器的实验研究与预测Takeshi Yasuda, Chaoqun Wua, Noritoshi Nakagawa, Kazuteru Nagamura 摘要目前，利用实验和数值分析法对商用汽车消声器在宽开口喉部加速状态下的排气噪声进行了研究。在加热工况下发动机转速从1000转/分钟加速到6000转/分钟需要30秒。假定其排气消声器的瞬时声学特性符合一维计算流体力学模型。为了验证模拟仿真的结果，我们在符合日本工业标准（JIS D 1616）的消声室内测量了排气消声器的瞬态声学特性，结果发现在二阶发动机转速频率下仿真结果和实验结果非常吻合。但在发动机高阶转速下（从5000到6000转每分钟的四阶转速，从4200到6000转每分钟的六阶转速这样的高转速范围内），计算结果和实验结果出现了较大差异。根据结果分析，差异的产生是由于在模拟仿真中忽略了流动噪声的影响。为了满足市场需求，研究者在一维计算流体力学模型的基础上提出了一个具有可靠准确度的简化模型，相对标准化模型而言该模型能节省超过90％的执行时间。 关键字消声器排气噪声优化设计瞬态声学性能 1 引言 汽车排气消声器广泛用于减小汽车发动机及汽车其他主要部位产生的噪声。一般而言，消声器的设计应该满足以下两个条件：（1）能够衰减高频噪声，这是消声器的最基本要求。排气消声器应该有特定的消声频率范围，尤其是低频率范围，因为我们都知道大部分的噪声被限制在发动机的转动频率和它的前几阶范围内。（2）最小背压，背压代表施加在发动机排气消声器上额外的静压力。最小背压应该保持在最低限度内，因为大的背压会降低容积效率和提高耗油量。对消声器而言，这两个重要的设计要求往往是互相冲突的。对于给定的消声器，利用实验的方法，根据距离尾管500毫米且与尾管轴向成45°处声压等级相近的排气噪声来评估其噪声衰减性能，利用压力传感器可以很容易地检测背压。 近几十年来，在预测排气噪声方面广泛应用的方法有：传递矩阵法、有限元法、边界元法和计算流体力学法。其中最常用的方法是传递矩阵法（也叫四端网络法）。该方
Unit One An Image or a Mirage V. Translation A. 从更大的范围上讲，选民们往往仅因为某个政客的外表整洁清秀而对他做出有利的反应。他的对手则因为没有生就一副令人信任的外表而常常遭到否定的评价。这种判断是错误的，其后果可能是灾难性的。就算许多选民投一位候选人的票完全是出于政治原因，但本不该当选的人，如果他有整洁清秀的形象，就会使他在势均力敌的选举中占有优势。 我们常常根据一个人的表达能力而做出轻率的判断。再回到政治这一话题上来，许多选民仅仅根据候选人公开演讲的方式就对他的能力做出判断。然而，一个候选人可能非常善于演说，但并不一定能胜任他所竞选的职位。我认识许多才能杰出的人物，他们只是没有培养自己在公开场合演讲的能力，但在与别人一对一的交流中却表现极为出色。这种能充分表达自己见解的能力，固然十分重要，但我们对于那些让人感觉善于辞令的人，往往产生错误的印象，因为很多情况下这种优点仅仅只是“表面现象”。不难想象，一位外表整洁清秀、讲话娓娓动听的政治家会轻而易举地战胜一位不事张扬但更为合格的对手。他之所以取胜仅仅是因为他的形象令人信服。 B. If you want a winning image with others, your first concern must be a winning self-image. The individual who has a losing self-image will never be able to project a winning image to others. He may be able to fool some people for a while, but his poor self-image will eventually make it impossible for him to relate favorably to others. Throughout the ages, great philosophers have stated, “Y ou are what you think you are.” It is imperative for you to have good image of yourself if you want to create the same impression in others. No matter who you are, everything worthwhile will depend on your own self-image. Y our happiness will be based on it. Y ou will live only one life, and in order to enjoy it, you must have a winning self-image. Since we can all choose how we want to think ourselves, we should try to have positive, winning thoughts. In your own attempt to build a winning image you must begin with the self — otherwise, the
ASPEN中NIST数据库的使用 ASPEN中的NIST数据库可以查询二元物性参数，也可以查询纯物质参数，二院物性参数的查询论Step1 输入组分 Step2 选择物性方法 Step3 执行物性估算 Step4 点击NIST Step5 选择pure，二元估算选择Binary mixture Step6 点击evaluate NOW Step7 查看结果，图中TPT即为苯的三相点 所查寻的数据英文可以一起全部复制和百度翻译。 数据库 step1 step2
step4 Step5
Step7 Name Description OMEGA Pitzer acentric factor ZC Critical compressibility factor VC Critical volume
TC Critical temperature DNLEXSAT TDE expansion for liquid molar density MUP Dipole moment HFUS Heat of fusion DHVLTDEW TDE Watson equation for heat of vaporization DGFORM Gibbs energy of formation (ideal gas) CPSTMLPO ThermoML polynomials for solid Cp CPIALEE TDE Aly-Lee ideal gas Cp CPLTMLPO ThermoML polynomials for liquid Cp DHFORM Heat of formation (ideal gas) MW Molecular weight TB Normal boiling point FREEZEPT Freeze point temperature DELTA Solubility parameter @ 25 C SG Specific gravity VLSTD API standard liquid molar volume SIGTDEW TDE Watson equation for liquid-gas surface tension KVTMLPO ThermoML polynomials for vapor thermal conductivity KLTMLPO ThermoML polynomials for liquid thermal conductivity TPT Triple point temperature PSTDEPOL TDE polynomials for solid vapor pressure WAGNER25 TDE Wagner 25 liquid vapor pressure MUVTMLPO ThermoML polynomials for vapor viscosity MULNVE TDE equation for liquid viscosity FAMILY Compound family name SUB FAMILY Compound sub family name OMEGA Pitzer acentric factor 欧米茄Pitzer偏心因子 ZC Critical compressibility factor ZC临界压缩因子 VC Critical volume VC临界体积 TC Critical temperature 超导临界温度 DNLEXSAT TDE expansion for liquid molar density