文献出处：Franklin John，The Study of Human Resources Management Incentive Mechanism in the Public Department[J]. International Journal of Business and Management, 2014, 6(12): 21-35.
（声明：本译文归百度文库所有，完整译文请到百度文库。）
原文
The Study of Human Resources Management Incentive Mechanism
in the Public Department
Franklin·John
Abstract
The working efficiency of the public sector, the level of job, prestige and image in the public, as well as the strength and position in international competition, directly depends on the public sector human resources, depends on the public sector human resources management concept and method. Especially because of the public sector in the important position of social development, the research on public sector human resource management methods and techniques, the public sector human resources for effective incentive, improve the efficiency of public sector human resources management will have great realistic meaning.
keywords Public sector human resources management bureaucracy The system of appointment and incentive mechanism
1 Personnel management of the government department under the bureaucracy
Referred to as the "father of organization organization theory" of the German sociologist Max. Weber, puts forward the theory of bureaucracy or dissecting the organization, this is a system was designed to implement the decision to promote the effective operation of the organization. Bureaucracy with specialization, hierarchical, take law as the norms, rules and regulations, and impersonal, business processing and transfer rely on documents, members of the bureaucracy of unelected and professional characteristics and so on. Its theoretical points as follows: set duties according to law, have certain qualified talents can be selected, and were used only within the scope of the functions and powers specified in the activities and undertake the corresponding responsibility; Organizational hierarchy abstemious, emphasize strict subordination
relations, organization according to the division of professional setting position, have corresponding professional knowledge through public examination merit, appointment and removal work has legal protection; And paid according to the system of rewards and punishments promotion, not because of highly competent personnel likes and dislikes and groups; Adherence to the position of value neutrality, according to the system, and not to do things by emotions and prejudices, responsible for the system, the prohibition of free personal judgment; The exercise of its power is mechanical, rational, predictable, followed a certain rules and procedures, etc.
Compared with the previous organizational form it has a purely technical superiority, namely the use of technology in the most effective means and methods to achieve the established objectives. Its specific performance is accuracy, swifter, clarity, to the master, continuity and seriousness of the documents, unity, strict obedience to relationships, to prevent friction, save manpower and material resources, reduce the operation cost of the management of public affairs. However, match the big industrial economy of bureaucracy in the industrial age economy in modern society, its internal management defect is obvious: one is hidebound. Government civil servants in the rules is necessary, but adherence to the rules in certain circumstances may produce negative effect, means into the purpose, the lack of major issues responded positively to the society, the lack of initiative and creative spirit. Second, is the padding. Delivery process numerous lock of the documents, document the implementation of the shuffle wrangling, public employees work efficiency is low.3 it is bloated. Bureaucracy is a diversified, multiple hierarchical and complicated social life, the administrative organ, group size is more and more big, the problem such as the burden of people. Fourth, mechanized operation is concept. Weber's bureaucracy through strict hierarchy emphasizes the to higher levels of obedience. In bureaucracy to technical experts as the carrier, the humanities color, for humanity and human dignity, personality and human freedom and comprehensive development of less attention. So the technical challenge to value, science of humanities.
On the incentive mechanism for: cadres both positions and ranks, cadres of the income distribution system and the cadre system of the combination of material
incentive and spirit incentive measures, cadres of social security measures, etc. For a long time, the cadre and personnel system for the government civil servants incentives exist the following problems: 1, lack of scientific and reasonable fair appraisal mechanism, the motivation orientation deviation.2, the lack of perfect cadre compensation system and promotion, communication system, incentive means lack of effectiveness, make the incentive weakening.3, cash incentives lack of seriousness, make the incentive insufficient pressure.
2 Change from the bureaucracy to the public sector human resources management
In today's knowledge economy high speed development, the diversification of the economy also requires government departments of public products provided by diverse and efficient. With the development of economy, the cadre personnel management under the system of bureaucracy is gradually replaced by the public sector human resources management, it is not only a change in name, or a series of profound change in management concept, methods. Public sector human resource management research basically belongs to the branch of administrative science, belong to the personnel administration. In theory belongs to the national civil service system in application, no matter from the object of study, theory, or on the value orientation. With the public sector human resource management, research content difference of the spring. On the object of study, limited to the state administrative organs of the personnel management, does not include all the state organs, can not cover the content of the broader public sector human resource management. On the value orientation, basic confined to the description of the current civil servant's performance management, the market economy under the conditions of the public sector human resource strategy and professional socialization management topics not discussed.
After the mid - 90 - s, the public sector human resource management research gradually thorough development, its content framework also gradually formed and clear. Modern public sector management usually involves the human resources strategy, personnel planning, job classification, job analysis, recruitment, performance
evaluation, salary management, training and development, rewards and punishments discipline, rights protection, career development, etc.
With bureaucracy under rigid personnel incentive mechanism is different, the public sector human resources management incentive mechanism is the public sector to guide staff behavior and values in order to realize the process of public management objectives. Public sector human resources management incentive mechanism refers to the public sector to guide the staff behavior and values, to achieve a common goal, according to the predetermined standards and procedures to distribute public resources to the process of public sector workers. Public sector incentives mainly have the following three aspects: (1) the spiritual incentive. Is motivated to give credit in terms of recognition, including verbal praise, written citations or citations for merit or conferred honorable titles, such as medal awarded form. Spiritual reward can satisfy people's spiritual needs, enhance the sense of honor and responsibility of public service, so as to arouse the enthusiasm of the civil servants.(2) material incentives. Is to give the incentive bonus, prizes and wages for promotion, to give material reward. Specific practices include awardees enjoy special holiday or free to travel abroad, etc.Material incentives can satisfy the material needs of the staff, make them from the perspective of personal material interests to strive for the social work, so as to achieve national interests and personal interests to a certain degree of coordination and unity.(3) promotion. Refers to the position level of ascension or wage level increased. It has a function of spirit and material incentives. Because of promotion means not only honor, power and status improved, also means
a greater increase in salary and treatment.
3 The creation of a public sector human resources management incentive mechanism
How to effectively motivate the public sector human resources to ensure the efficient operation of the government, become the important problem of public sector human resources management which is directly related to the public sector human resources management efficiency and effect. In accordance with the related theory of human resource management, human resource management there is four basic purposes: to attract, retain and motivate, development. The incentive is the core
objective: the importance of incentives, not only can make the worker at ease and actively work, it also effect in the short-term, play to make the worker agree and accept the goals and values of the organization, a strong sense of belonging to the enterprise long-term effects. To do this, you can from the following several aspects to reconstruct the government public sector incentive mechanism:
3.1 Improve the compensation system and the social security system
This is for the public sector staff incentive to lay the material foundation. Material is the basis for human survival and development, the lack of material basis for backing incentive is not realistic. Effective incentive for public sector human resources, will improve the salary system and the social security system first, so that the public sector staff under the condition of the material conditions have basically met to work effectively. China’s current public sector workers compensation and social security system is not sound: on the one hand, personnel salary level is lower, it is difficult for almost the incentive action, on the other hand contact pay blurred, lead to different department staff income gap is larger. This also to a certain extent, to trade power, corruption played their part, as a direct result of inefficient public sector output.
3.2 Effective spiritual incentive
Spiritual mainly through public organization awarded the honorary title of various and set an example in the public sector system make the staff in the psychological and mental have a sense of satisfaction and continuous self development needs. At the same time, in the process of incentive, combine organizational goals and personal needs, make the organization goal can contain more personal needs. According to mallow’s hierarchy of needs theory, people have self respect, social respect for the needs of the requirements, such as independence, success, fame, status, social recognition, and is respected by others. Awarded the honorary title, to work personnel in the organization by way of example, both organizational recognition of its work, is also respect for the social satisfaction, make its produce self motivation. People after meet the basic material needs, spiritual needs become more urgent, at this point in the spiritual incentives tend to be unexpected results. Because of this, modern spirit incentives are of the utmost importance in
human resources management. In the public sector staff incentive is also should seize the spirit motivation is an important motivation factor. Therefore, to strengthen the construction of administrative culture arouses public servants inner passion through creating a favorable administrative cultural atmosphere, foster the spirit of citizenship is of public officials and the public service consciousness. Make the general public servants will work as a real life fun, realize life value in the process of work.
3.3 Establish scientific and impartial performance management system
Performance management is through to the members of the organization to evaluate work behavior and work results, according to the evaluation results on punishment, the whole process of training and development and so on a series of activities. For a long time, the public sector internal lack of competition mechanism, lead to part of the potential of public sector workers have not been effective stimulation and development. Through a sound system of performance management, in the public sector and its staff to carry out the performance evaluation, and between the public sector and introducing competition mechanism between department internal staff, let it under the pressure of competition environment constantly for self learning, self development, improve the work skills and working efficiency. This also is helpful for the whole public sector all the operation efficiency of the international competitive power. Through the performance management, on the other hand, can clearly understand the status of the department of human resources quality and ability, so as to provide scientific basis for the training and development of human resources.
3.4 Incentive mechanism based on the experience of the enterprise human resources management
Enterprise human resources management incentive mechanism of the implementation of prior to the public sector; we also should be based on the experience of the enterprise human resources management incentive mechanism. Now honor incentive mode in the enterprise is common, it is a more effective way. Such as the United States have a "one hundred percent club", IBM when employees to complete his annual task, he was approved for the one hundred percent club members, he and his family would be invited to the grand meeting. As a result, the employees of
the company will gain one hundred percent club membership as the first goal, in order to obtain the honor. The incentives to effectively use the honor needs of employees, has obtained the good effect of incentive, this needs to be learning.
译文
公共部门人力资源管理激励机制研究
富兰克林·约翰
摘要
公共部门的工作效率、工作水平，在社会公众中的威信和形象，以及在国际竞争中的实力和地位，直接取决于公共部门的人力资源，取决于公共部门的人力资源管理的理念和方式。尤其是由于整个公共部门在社会发展中的重要地位，研究公共部门人力资源管理的方法和技术，对公共部门的人力资源进行有效的激励，提高公共部门人力资源管理的效率将有重大的现实意义。
关键词公共部门人力资源管理；官僚制；任免制度；激励机制
1官僚制下的政府部门人事管理
被称为“组织组织理论之父”的德国社会学家马克斯．韦伯，提出了官僚制或者科层制组织理论，这是一种被设计用来执行决策推动整个系统有效运转的组织体系。官僚制以专业化、等级化、以法律为规范、规章制度和非人格化、业务的处理与传递依靠文书、官僚机构成员的非选举性和职业化等特征。其理论要点为：依法设定职责权，具有一定资格的人才能被选用，而被选用的人只能在规定的职权范围内活动并承担相应的责任；组织内层级节制，强调严格的隶属关系，组织按专业分工设定职位，有相应专业知识的人经公开考试择优录取，工作任免有法律保障；按制度奖惩升迁和获取报酬，不因高度主管人员好恶而偏私；严守价值中立的立场，按制度办事，不按情绪和偏见办事，对制度负责，禁止个人自由判断；其权力的行使是机械的，理性的，可预测的，遵循一套特定的规则与程序等。
与以往的组织形式相比较它具有纯粹的技术上的优越性，即运用技术上最有效的手段和方法达到既定的目标。其具体表现是准确性、迅捷性、明确性，对文
书的精通、连续性、严肃性，统一性、严格的服从关系，防止磨擦，人力和物力的节省，降低了国家公共事务管理的运行成本。然而，与大工业经济相匹配的官僚制在后工业时代的现代社会经济时期，其内在的管理缺陷是十分明显的：一是墨守成规。政府中的公职人员守规则是必要的，但死守成规在一定情况下则可能产生负作用，把手段变成了目的，缺乏对社会重大问题的积极回应，缺乏积极性和创造精神。二是文牍主义。文书的传递过程繁锁，文件的落实存在推诿扯皮，公职人员工作效率的低下。三是机构臃肿。官僚制在社会生活多元化、多层次化和复杂化的今天，出现了行政机关膨胀，集团规模越来越大，民众的负担沉重等问题。四是机械化的运作理念。韦伯的官僚制通过严格的等级制强调下级对上级的服从。在官僚制中常以技术专家为载体，人文色彩淡漠，对人性、人的尊严、人格、人的自由与全面发展关注较少。于是出现了技术对价值的挑战，科学对人文的排斥。
在激励机制上实行：干部职务与职级相结合，干部收入分配制度与干部物质激励与精神激励相结合的制度措施，干部社会保障制度措施等。长期以来，干部人事制对政府公职人员的激励存在着以下的问题：1、缺乏科学合理公平的考核机制，使激励导向偏离。2、缺乏完善的干部薪酬制度与晋升、交流制度，激励手段缺乏有效性，使激励作用弱化。3、激励兑现缺乏严肃性，使激励压力不足。
2 从官僚制到公共部门人力资源管理理念的更新
在知识经济高速发展的今天，经济的多元化同样要求政府部门的公共产品提供的多元与高效。随着经济的发展，官僚制体制下干部人事管理逐渐由公共部门人力资源管理所取代，这不仅是名称上的改变，还是一系列管理理念、方式的深刻变革。公共部门人力资源管理研究基本上属于行政学的分支，在理论上属于人事行政学．在应用上属于国家公务员制度，无论从研究对象、理论范畴，还是在价值导向上。与公共部门人力资源管理研究的内容差异还是比较大的。在研究对象上，仅限于国家行政机关的人事管理，不包括全部国家机关，不能涵盖更为广泛的公共部门人力资源管理的内容。在价值导向上，基本局限于对现行的公务员效能管理的描述，对于市场经济条件下的公共部门人力资源战略、职业化社会化管理等主题未深入探讨。（声明：本译文归百度文库所有，完整译文请到百度文库。）
90 年代中期以后，公共部门人力资源管理研究逐步深入开展，其内容框架
人力资源外包外文翻译-标准化文件发布号：（9456-EUATWK-MWUB-WUNN-INNUL-DDQTY-KII
外文文献及翻译材料 Human Resource Outsourcing The innovation of technology and economic globalization change the economic environment of enterprises. To conquer the uncertainty in the environment and keep the competitive advantage，human resource outsourcing，one of HR service delivery models，has become more and more enterprises choice，which can reduce cost，improve efficiency and gain competitive advantage. Human resources outsourcing means that the enterprise in order to better carry out human resources management activities，part of the business of outsourcing，using outside outstanding professional skills to be integrated in order to achieve lower costs，improving the quality of service and more focus on human resources to the core business objectives。The domestic human resources outsourcing are relatively concentrated in the cause、advantages、select、a risk model、enterprises from the angle of view of human resources outsourcing more，and the choice of outsourcing service providers research is relatively small。Comprehensive exposition of human resources outsourcing decision-making、risk analysis、decision-making processes，Thus the choice of outsourcing service providers to provide some advice。 This thesis concludes the main content of HR0 based on the relevant theory and literature of HRO; then using the method of data analysis and comparison，and collecting the data of HR0 from The West countries，Asia area and China. In this thesis we mainly compare about the HRO function，HR0 reason and Perspective risk between these countries，and come out some valuable information，which is foundation of improve the level of Chinese HRO. Then we analyze Chinese HR0 further to find out the Problem in Chinese HRO，and come out the framework in Chinese HR0 from different angles covering HR0 market，HRO enterprise and HRO service provider and HRO process. Then we give the suggestions for Chinese HR0 from these four levels. Finally, the thesis has a case analysis on one HRO service provider，and discusses its history，HR0 content and process. Then we conclude its developing stage，main characteristics，problems and improvement.
文献信息： 文献标题：Challenges and opportunities affecting the future of human resource management（影响人力资源管理未来的挑战和机遇） 国外作者：Dianna L. Stone，Diana L. Deadrick 文献出处：《Human Resource Management Review》, 2015, 25(2):139-145 字数统计：英文3725单词，21193字符；中文6933汉字 外文文献： Challenges and opportunities affecting the future of human resource management Abstract Today, the field of Human Resource Management (HR) is experiencing numerous pressures for change. Shifts in the economy, globalization, domestic diversity, and technology have created new demands for organizations, and propelled the field in some completely new directions. However, we believe that these challenges also create numerous opportunities for HR and organizations as a whole. Thus, the primary purposes of this article are to examine some of the challenges and opportunities that should influence the future of HR. We also consider implications for future research and practice in the field. Keywords: Future of human resource management, Globalization, Knowledge economy Diversity, Technology 1.Change from a manufacturing to a service or knowledge economy One of the major challenges influencing the future of HR processes is the change from a manufacturing to a service or knowledgebased economy. This new economy is characterized by a decline in manufacturing and a growth in service or knowledge as the core of the economic base. A service economy can be defined as a system based on buying and selling of services or providing something for others (Oxford
顾客满意策略与顾客满意营销 原文来源：《Marketing Customer Satisfaction 》自20世纪八十年代末以来, 顾客满意战略已日益成为各国企业占有更多的顾客份额, 获得竞争优势的整体经营手段。 一、顾客满意策略是现代企业获得顾客“货币选票”的法宝随着时代的变迁, 社会物质财富的极大充裕, 顾客中的主体———消费者的需求也先后跨越了物质缺乏的时代、追求数量的时代、追求品质的时代, 到了20世纪八十年代末进入了情感消费时代。在我国, 随着经济的高速发展,我们也已迅速跨越了物质缺乏时代、追求数量的时代乃至追求品质的时代, 到今天也逐步迈进情感消费时代。在情感消费时代, 各企业的同类产品早已达到同时、同质、同能、同价, 消费者追求的已不再是质量、功能和价格, 而是舒适、便利、安全、安心、速度、跃动、环保、清洁、愉快、有趣等,消费者日益关注的是产品能否为自己的生活带来活力、充实、舒适、美感和精神文化品位, 以及超越消费者期望值的售前、售中、售后服务和咨询。也就是说, 今天人们所追求的是具有“心的满足感和充实感”的商品, 是高附加值的商品和服务,追求价值观和意识多元化、个性化和无形的满足感的时代已经来临。 与消费者价值追求变化相适应的企业间的竞争, 也由产品竞争、价格竞争、技术竞争、广告竞争、品牌竞争发展到现今的形象竞争、信誉竞争、文化竞争和服务竞争, 即顾客满意竞争。这种竞争是企业在广角度、宽领域的时空范围内展开的高层次、体现综合实力的竞争。它包括组织创新力、技术创新力、管理创新力、产业预见力、产品研发力、员工向心力、服务顾客力、顾客亲和力、同行认同力、社会贡献力、公关传播沟通力、企业文化推动力、环境适应力等等。这些综合形象力和如何合成综合持久的竞争力, 这就是CSft略所要解决的问题。CS寸代,企业不再以“自己为中心”,而是以“顾客为中心”；“顾客为尊”、“顾客满意”不再是流于形式的口号, 而是以实实在在的行动为基础的企业经营的一门新哲学。企业不再以质量达标, 自己满意为经营理念, 而是以顾客满意, 赢得顾客高忠诚度为经营理念。企业经营策略的焦点不再以争取或保持市场占有率为主, 而是以争取顾客满意为经营理念。因此, 营销策略的重心不再放在竞争对手身上而是放在顾客身上, 放在顾客现实的、潜在的需求上。当企业提供的产品和服务达到了顾客事先的期望值, 顾客就基本满意；如果远远超越顾客的期望值, 且远远高于其他同行, 顾客才真正满意；如果企业能不断地或长久地令顾客满意, 顾客就会忠诚。忠诚的顾客不仅会经常性地重复购买, 还会购买企业其它相关的产品或服务；忠诚的顾客不仅会积极向别人推荐他所买的产品, 而且对企业竞争者的促销活动具有免疫能力一个不满意的顾客会将不满意告诉16-20个人, 而每一个被告知者会再传播给12-15个人。这样, 一个不满意者会影响到二、三百人。在互联网普及的今天, 其影响则更大。据美国汽车业的调查, 一个满意者会引发8笔潜在的生意, 其中至少有一笔会成交。而另一项调查表明, 企业每增加5%的忠诚顾客, 利润就会增长25%-95%。一个企业的80%的利润来自20%的忠诚顾客；而获取一个新顾客的成本是维持一个老顾客成本的6倍。所以,美国著名学者唐?佩 珀斯指出: 决定一个企业成功与否的关键不是市场份额, 而是在于顾客份额。 于是, 企业纷纷通过广泛细致的市场调研、与消费者直接接触、顾客信息反馈等方式来了解顾客在各方面的现实需求和潜在需求。依靠对企业满意忠诚的销售、服务人员, 定期、定量地对顾客满意度进行综合测定, 以便准确地把握企业经营中与“顾客满意” 目标的差距及其重点领域, 从而进一步改善企业的经营活动。依靠高亲和力的企业文化、高效率的人文管理和全员共同努力, 不断地向顾客提供高附加值的产品, 高水准的亲情般的服
The employee’s incentives mechanism in small and medium-sized enterprise Author：Barney J B Abstract："Incentive" is a psychological term, psychologists point out that all behavior is caused by the motivation of associated with it, as one of the person's state of mind, this motive for human behavior has the effect of reinforcement, vertebral move and inspire, known as a motivation. Incentive is mainly to inspire people to inner potential, cause people intelligence, mobilize people's enthusiasm and creativity. In this paper, the construction of small and medium-sized enterprise employees incentive mechanism problem. From the use of different ideas, different angles, for enterprise employees incentive. Staff incentive mechanism is through the system, rational system to reflect the interaction between incentive subjects with incentive object, is the enterprise connect the ideal into reality. Small business managers should learn effective research method for reference, targeted to solve their practical problems, and strive for a breakthrough in terms of theory. In the research and construction of small and medium-sized enterprise incentive mechanism on the road to constantly innovation, divergent thinking, from surface to inside, and realize the goal of research. And summarizes a set of suitable for small and medium-sized enterprises for effective incentive mechanism, to promote the vigorous development of small and medium-sized enterprises. Keywords: small and medium-sized enterprises, incentive mechanism, staff requirements Introduction In the increasingly fierce competition, more and more small and medium-sized enterprises begin to realize enterprise's competition is talented person's competition,actually only attach importance to talents,
Human resource management more and more drives value. Under the system that economy development mature, human resource management have to match with fight for the best resources performance, if out of character of the manpower form couples out of character of post, the resources performance be not only whole have no, or may have already exhaust. The modern economy stress balance and match, promote management effect and quality vegetable, will human resource match with make balance, the inside contents establish human resource structure frame, use most in keeping with of the person do most in keeping with of work. Establishment human resource terrace is a communication and collection information way, everyone's opinion comprehensive, give up short take long, with processing salary, welfare etc. affair. Human resource most the importance be a training and development, human resource development have to investment at training aspect, with exertive each stratum of human resource potential. 人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，其中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集信息管道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。 发展简史 Generally say, the academic circles development of human resource experience: Personal management, human resource management be recently till now rise of manpower capital management. The main dissimilarity namely lay in the principle that company and business enterprise treat an employee of variety and development. 一般说来，人力资源在学术界的发展经历了：人事管理，人力资源管理，到现在新近兴起的人力资本管理。其主要不同即在于公司和企业对待职员的理念的变化和发展。
客户盈利能力分析中英文对照外文翻译文献 客户盈利能力分析中英文对照外文翻译文献(文档含英文原文和中文翻译)
客户盈利能力分析的实施：案例研究 摘要：通过使用客户盈利能力分析（CPA），企业可以决定客户群和/或个人客户的利润贡献。本文介绍了CPA的实施办法。执行过程中使用的是公司产的案例研究和销售的专业清洁产品说明。这个案例研究突出了工业环境与CPA的具体问题，并把结果提供了实施定期CPA过程中可能带来的好处的例子。 关键词：客户盈利;客户关系管理（CRM）;实施;案例分析。 1.介绍： 在任何给定的客户群，将有客户产生的公司，并在公司有承担，以确保这些收入成本收入差异。虽然大多数公司将了解客户的收入，很多企业并不知道与客户关系有关的所有费用。在一般情况下，产品成本将被称为为每一个客户，但销售和市场营销，服务和支持成本大多视为开销。客户盈利能力分析（CPA）是指收入和成本分配到细分客户或个人客户，这样，这些段和/或单个客户的盈利能力可以计算出来。 CPA日益关注的动力是双重的。首先，不同产品作业成本法在上世纪90年代兴起（ABC）导致了不同程度的提高认识到制造业使用公司的资源。当使用ABC，公司首先确定成本库：组织内进行的活动类别。其次，信息技术使得有可能记录和分析更多的客户的数据在类型和量中。随着数据如订单数量，销售访问次数，服务电话号码等存储在各个客户的水平，有可能去实际计算客户盈利。它被认为是良好的行业营销实践建立和培养与客户的利益关系。为了能够做到这一点，企业应该懂得目前的客户关系不同的盈利能力，以及什么客户群提供更高的潜力，未来盈利的客户关系。 2.CPA的潜在效益 CPA的直接好处在于它提供了在成本和收入超过客户分布不均的情况。在成本中的客户传播的信息将是特别有价值的，因为收入分配一般是已知的公司。这种认识在何种程度上特定客户消费公司的资源产生了公司在三个领域的新机遇：成本管理，收入管理和战略营销管理。 首先，CPA揭示了有针对性的成本管理和利润改善计划的机会。公布的数据显示例子，其中20％的客户创造利润225％，其中一半以上的客户是盈利或者对客户的损失可能会高达2.5倍的销售收入。CPA，作为ABC的一个具体应用，揭示活动和资源消耗之间的联
1. 原则之一：激励要因人而异 由于不同员工的需求不同，所以，相同的激励政策起到的激励效果也会不尽相同。即便是同一位员工，在不同的时间或环境下，也会有不同的需求。由于激 励取决于内因，是员工的主观感受，所以，激励要因人而异。 在制定和实施激励政策时，首先要调查清楚每个员工真正需要的是什么。将这 些需要整理、归类，然后来制定相应的激励政策帮助员工满足这些需求。 2. 原则之二：奖励适度 奖励和惩罚不适度都会影响激励效果，同时增加激励成本。奖励过重会使员工 产生骄傲和满足的情绪，失去进一步提高自己的欲望；奖励过轻会起不到激励 效果，或者使员工产生不被重视的感觉。惩罚过重会让员工感到不公，或者失 去对公司的认同，甚至产生怠工或破坏的情绪；惩罚过轻会让员工轻视错误的 严重性，从而可能还会犯同样的错误。 3. 原则之三：公平性 公平性是员工管理中一个很重要的原则，员工感到的任何不公的待遇都会影响 他的工作效率和工作情绪，并且影响激励效果。取得同等成绩的员工，一定要 获得同等层次的奖励；同理，犯同等错误的员工，也应受到同等层次的处罚。 如果做不到这一点，管理者宁可不奖励或者不处罚。 管理者在处理员工问题时，一定要有一种公平的心态，不应有任何的偏见和喜好。虽然某些员工可能让你喜欢，有些你不太喜欢，但在工作中，一定要一视 同仁，不能有任何不公的言语和行为。 1. 激励员工从结果均等转移到机会均等，并努力创造公平竞争环境。 举例来说，吴士宏在IBM从一个打扫卫生的人做起，一步一步到销售业务员， 到地区负责人，到中国区总经理，是什么原因呢？除了个人努力，还应该说 IBM良好的企业文化给了一个发展的舞台，那就是每一个人都有无限的发展机会，只要有能力就会有发展的空间，实现自我，这在很多企业是做不到的，这 种体制无疑会给员工莫大的激励作用。 2. 激励要把握最佳时机。 ——需在目标任务下达前激励的，要提前激励。 ——员工遇到困难，有强烈要求愿望时，给予关怀，及时激励。 3. 激励要公平准确、奖罚分明 ——健全、完善绩效考核制度，做到考核尺度相宜、公平合理。 ——克服有亲有疏的人情风。 ——在提薪、晋级、评奖、评优等涉及员工切身利益热点问题上务求做到公平。 4. 推行职工持股计划。
Enterprise Human Resources Management System Design And Implementation Abstract: Human resource management system is the core content of modern enterprise management. With the rapid development of the computer information technology and unprecedented prevalence of electronic commerce mode，the competition between enterprises is turning from visible economic markets to the network. Developing the human resource management system supported by computer technology，network technology and information technology can not only improve the skill of human resource management and the efficiency of the enterprises but also make human resource management modern and decision sciencefic,Modern human resource management uses B/S mode to avoid C/S modes short coming of difficult in maintdning and reusing.According to the functional requirements of the actual project,this article specificly state the analysis of system,the general desigin of the system,the detail design of system and the practice of the system. The development of the system is the practice of MVC design ideas, maing using the Jsp+Servlet+JavaBean form of development.Jsp is the practice of MVC design ideas’view,in charge of receiving/responding the request of the customer.Servlet mainly responsible for the core business control of the whole system is the practice of the vontroller of MVC design idea to take charge of the statistics and rules of the whole system. In the practice of the system, somr open-source projrcts,such as the Ajax technique,JfreChart statements,fileupload technology,has been used. Using the modern human resource management theropy and analysising the actual situation, comparing the current situation of human resource management system, a huaman resource contents of management system basied on the Internet/Intranet has been designed. The main management,attendance management training more efficient statistics. Keywords:human resource management; B/S mode; Open-source projects; MVC mode. 摘要 人力资源管理系统是现代企业管理的核心内容。随着计算机信息技术的高速发展，电子商务模式的空前盛行，企业之间的竞争也从有形的经济市场转向了网络。开发以计算机技术、网络技术、信息技术支持的现代人力资源管理系统，既能提高企业人力资源管理的技术含量和企业的办事效率，也能使人力资源管理能够进入现代化、决策科学化的进程。现代人力资源管理系统采用了B/S模式，可以避免C/S模式的重用性差、维护难度高的缺点和
XXX学院 毕业设计(论文)外文资料翻译 学院：计算机与软件工程学院 专业：计算机科学技术(软件工程方向) 姓名： 学号： 外文出处：GoyKakus.THE RESEARCH OFCUSTOMER RELATIONSHIP MANAGEMENT STRATEGY [J]. International Journal of Management Research & Review, 2017, 1(9): 624-635. 附件： 1.外文资料翻译译文；2.外文原文。 注：请将该封面与附件装订成册。
附件1：外文资料翻译译文 客户关系管理战略研究 Goy Kakus 摘要 客户关系管理解决方案，通过为你提供客户业务数据来帮助你提供客户想要的服务或产品,提供更好的客户服务、交叉销售和更有效的销售,达成交易,保留现有客户并更好地理解你的客户是谁。本文探讨了客户关系管理模型在获得、保持与发展策略方面的优势。然而,我们对其定义和意义还存在一些困惑。本文通过考察关系营销和其他学科方面的相关文献，解释了客户关系管理的概念基础,从而对客户关系管理的知识作出了贡献。 关键词:客户关系管理模型, 客户关系管理的博弈改变者与关键策略 引言 CRM 是客户关系管理的简称。它的特征在于公司与客户的沟通,无论是销售还是服务相关的。客户关系管理这一术语经常用来解释企业客户关系,客户关系管理系统也以同样的方式被用来处理商业联系, 赢得客户,达成合同和赢得销售。 客户关系管理通常被考虑作为一个业务策略，从而使企业能够: *了解客户 *通过更好的客户体验留住客户 *吸引新客户 *赢得新客户和达成合同 *提高盈利 *减少客户管理成本 *通过服务台等工具软件,电子邮件组织者和不同类型的企业应用程序，企业业务经常寻求个性化的在线体验。 设计精良的客户关系管理包括以下特征: 1．客户关系管理是一种以顾客为中心并以客户投入为基础的服务响应，一对一的解决客户的必需品, 买家和卖家服务中心直接在线互动,帮助客户解决他
员工激励机制外文文献 员工激励机制外文文献 有一个国外民意调查组织在研究以往二十年的数据后发现：在所有的工作分类中，员工们都将工资与收益视为最重要或次重要的指标。工资能极大地影响员工行为--在何处工作及是否好好干。 因此，如何让员工从薪酬上得到最大的满意，成为现代企业组织应当努力把握的课题。应该从以下方面把握： 一、为员工提供有竞争力的薪酬，使他们一进门便珍惜这份工作，竭尽全力，把自己的本领都使出来。 支付最高工资的企业最能吸引并且留住人才，尤其是那些出类拔萃的员工。这对于行业内的领先公司，尤其必要。较高的报酬会带来更高的满意度，与之俱来的还有较低的离职率。一个结构合理、管理良好的绩效付酬制度，应能留住优秀的员工，淘汰表现较差的员工。 二、重视内在报酬。 实际上，报酬可以划分为两类：外在的与内在的。外在报酬主要指：组织提供的金钱、津贴和晋升机会，以及来自于同事和上级的认同。而内在报酬是和外在报酬相对而言的，它是基于工作任务本身的报酬，如对工作的胜任感、成就感、责任感、受重视、有影响力、个人成长和富有价值的贡献等。事实上，对于知识型的员工，内在报酬和员工的工作满意感有相当之大的关系。因此，企业组织可以通过工作制度、员工影响力、人力资本流动政策来执行内在报酬，让员工从工作本身中得到最大的满足。 三、把收入和技能挂钩。
建立个人技能评估制度，以雇员的能力为基础确定其薪水，工资标准由技能最低直到最高划分出不同级别。基于技能的制度能在调 换岗位和引入新技术方面带来较大的灵活性，当员工证明自己能够 胜任更高一级工作时，他们所获的报酬也会顺理成章地提高。此外，基于技能的薪资制度还改变了管理的导向，实行按技能付酬后，管 理的重点不再是限制任务指派使其与岗位级别一致，相反，最大限 度地利用员工已有技能将成为新的着重点。这种评估制度最大的好 处是能传递信息使员工关注自身的发展。 四、增强沟通交流。 现在许多公司采用秘密工资制，提薪或奖金发放不公开，使得员工很难判断在报酬与绩效之间是否存在着联系。人们既看不到别人 的报酬，也不了解自己对公司的贡献价值的倾向，这样自然会削弱 制度的激励和满足功能，一种封闭式制度会伤害人们平等的感觉。 而平等，是实现报酬制度满足与激励机制的重要成分之一。 五、参与报酬制度的设计与管理。 国外公司在这方面的实践结果表明：与没有员工参加的绩效付酬制度相比，让员工参与报酬制度的设计与管理常令人满意且能长期 有效。员工对报酬制度设计与管理更多的参与，无疑有助于一个更 适合员工的需要和更符合实际的报酬制度的形成。在参与制度设计 的过程中，针对报酬政策及目的进行沟通、促进管理者与员工之间 的相互信任，这样能使带有缺陷的薪资系统变得更加有效。 六、增加意外性工资收入。 那什么时候你会感到手头宽松、阔绰?拿红包，还是突然得到一 笔奖金，或是股票赚了?--当你有了”额外″或″意外”收入的时候。 员工对薪酬的感觉同样如此。也就是说，当有了″正常收入以外”收入的时候，他们的满意度最高。 因此，管理者千万不要以为付出了一笔高薪就万事大吉，因为规律性不会提高员工对薪酬的满意度--这钱本来就是我该得的!
The Development of Human Resource Management In China Introduction With the advent of the 21st century, Human Resource Management, as a relatively new management subject, is playing a more and more important role in today’s business activities. This report mainly discusses 3 questions about today’s human resource management. The first section discusses the changing function of human resource management in terms of 3 aspects which are staff-company relations, HR model development and HR strategies. The second section describes the exploring stage of HRM in China. System building, recruitment and motivation are the three aspects to support the opinion. The third section discusses the new challenges that HR managers in China may face. In this part, challenges from the changing business age, HR managers’ abilities to deal with uncertainty and ambiguity and solitary to collective activity are discussed. Question 1 Human resource management, as the quickly developing subject, without doubt, has changed a lot in its function in many fields. This section will mainly discuss the HRM’s change and expansion in the aspect of staff-company relations, HR model development and HR strategies as the following. In the aspect of the staff-company relations, the changing functions will be discussed from 3 aspects which are power factors, employees and motivational method. First, in terms of the power factors, 10 years ago the relationship between employees and the company was regarded as ‘Labor and Enterprise’ while nowadays more companies show understanding and respect for the human spirit. For example, Google China places a piano in the hall of the company and even set a kitchen and the washing machine for their employees (Jim Westcott, 2005). Second, in terms of the employees, employees are considered as thinking and rational beings around 10 years ago. The reason why they chose this company was the satisfactory salary. But today, staffs are considered as fully evolved, completely satisfied, mature human beings. Third, in the motivational methods aspect, the change is really huge. A decade ago, companies often drove employees through basic needs such as a big bonus. While the
外文文献翻译原文及译文 （节选重点翻译） 人力资源战略与变革外文文献翻译中英文 文献出处：Handbook of Human Resources Management, 2015, pp 1-18 译文字数：5800多字
英文 Human Resources Strategy and Change: Competence Development in a Changed Environment Michiel Berg Abstract Building competence in a changing environment is a journey. It is a journey where it is essential to have communicated and envisaged a picture of the destination. The details of this envisaged picture will look different probably upon "arrival" at the end of the journey. However, communicating the destination is essential. It helps employees to understand what the direction is. It helps employees and managers to use existing competencies along the way. Moving ahead very often demonstrates unexpected strengths in colleagues one has not been aware of. Moving ahead with a plan can also show the team their current level of competence and the desired state of competence. Explaining and talking about these differences may often prove not to be that easy and clear for many involved. A changing environment shows also weaknesses of current practices, processes, and services. It requires strong managerial skills to keep discussions having a focus on the future and preventing these discussions to turn into complaint sessions of past events. Human Resources practices and processes are executed in a triangle of employees, managers, and