外文翻译如何成功引导新员工入职Word格式.docx

外文翻译如何成功引导新员工入职Word格式.docx

《外文翻译如何成功引导新员工入职Word格式.docx》由会员分享，可在线阅读，更多相关《外文翻译如何成功引导新员工入职Word格式.docx（11页珍藏版）》请在冰点文库上搜索。

本科毕业论文（设计）

外文翻译

外文题目Howtoorientemployeesintonewpositionssuccessfully

外文出处ManagementResearchNews，2001（24）：

P44-48

外文作者ValerieD.Davis,BrianH.Kleiner

原文：

HowtoOrientEmployeesintoNewPositionsSuccessfully

ValerieD.Davis,BrianH.Kleiner

Amongtheprimaryobjectivesofeverybusinessenterprise,derivinggreaterproductivityperemployeeandreducingtherateofturnoverisalwayspresent.Businessesspendbillionsonbenefits,engageinplantandofficebeautification,andindulgeinamyriadofotheractivitiesintendedtoattractandretaingoodworkers.Yetmanagementseldomtakesadvantageofoneofthemosteffectivedevicesevercreatedforholdingontoemployees:

awell-thought-outemployeeorientationprogrammed.

Orientationistheprocessoffamiliarizingemployeeswithwhateverisnecessaryforthemtofeelathomeandunderstandandperformtheirnewdutiesefficiently.Toputitanotherway,itisthebeginningofafusionprocessleadingtotheintegrationofcompanyandemployeegoalsandneeds.Withoutthissenseofcommonality,employeeproductivity,performanceandmoralewillsufferSt.John,1980.Therefore,itisdesirabletostudytheorientationpolicywithrespecttoemployees.

Thepurposeofthepresentworkistoestablishtheappropriateorientationprogrammerstoorientemployeesintonewpositionssuccessfullybasedonexistingstudies.Thescope,type,andkeyconsiderationsoforientationrequiredforestablishingtheappropriateorientationprogrammedispresented.

TheScopeofOrientation

Inourhighlysophisticatedsociety,theoldsayingabout“ahappyworkerbeingagoodworker”meansthatabetter-informedemployeewillbecomeahighlytangiblecompanyasset.Asoundorientationprogrammedprovidesacoalescingforceforthemoderncorporationandmoreopportunitiestoaccesstoanewenvironmentforemployees.Therangeofactivitiesandcourseswhichareofferedbycorporationsfortheiremployeestoimprovefamiliarizationwithandadaptationtoasituationorenvironmentisquitebroad.Irrespectiveofthetypeofindustryorcompany,orientationshouldbeconcernedwithtwodistinctlevels.

GeneralOrientation

MattersofgeneralorientationshouldberelevanttoallemployeesandincludesometypicalinformationSt.John,1980.First,introductiontothecompanyisamatterofwhothecompanyis,whereithasbeen,andwhereitisgoing.Thekeyistomakethenewemployeefeelgoodaboutthecompany,begintoinstilltheprideofbelonging,beingapartofthecompany.Second,animportantpolicyreviewmustincludestandardsofconduct,performancestandards,theintroductoryperiodofemployment,disciplinepolicy,andsafety.Third,areviewofbenefitsiscrucial.Employeesneedtoappreciatethecostofbenefits,anditshouldberelatedtothepercentageofpayrollspentontheirbehalfSmith,1984.

SpecificOrientation

Firstofall,thetopicsofspecificorientationareuniquetotheemployee’snewdepartmentandjobSt.John,1980.Theobjectiveistoprovideforasmoothtransitionintothenewjobinawaythatmaintainsmotivationandgetsthenewemployeeintoproductionassoonaspossible.Orientationshouldnotbeanobstacletoproductivityandmotivation,butbepreparedandreadytogettheemployeeimmediatelyinvolvedintheworkflow.Secondly,introductiontothefellowworkersandfacilitiesisoneofthemostimportantorientation.Introducingpeopleafewatatimeandassigningsomeonetobethenewemployee’smentorhelpsnewemployeestoadapttoanewworkingenvironmentmoreeasilySmith,1984.

Thescopeofthesetwoprogrammedshouldalsobeadaptedtothenewemployee’sjobresponsibilities,trainingandpastexperienceincomparablepositions.Conversely,somestandardcoverageofkeyinformationaboutthecompany,thedepartmentandthejobisdesirablefromboththecompany’sandtheemployee’sstandpoint.

TheTypeofOrientation

FormalOrientation

FormalorientationisaprogrammedwhichisplannedandofficiallyconductedbythecompanyatsettimesSt.John,1980.Usuallythisprogrammedtakesplaceafterthefirstdayandbeforetheendofthefirstweekofemployment.Theprogrammeditselfshouldbecomposedofnewemployeeswhoareheterogeneouswithregardtooccupationandhomogenouswithregardtolevel.And,theprogrammedshouldbeledbysomeonewhoisveryknowledgeableabouttheorganization,personable,aclearcommunicator,andhastheabilitytomakepeoplefeelwelcomewithoutbecomingoverbearing.

TopicspresentedduringtheorientationshouldbedirectandtothepointPenzer,1973.Abriefoverview,somedetailedreadingmaterials,andoneortwonamesofpeoplethatcanbecontactedforspecificinformationcanbeprovided.Themainfocusshouldbeonshowingthenewhirewherehe/shefitsintothecompany,andeachshouldbegivenanorganizationchartwithhis/herjobshowninredPenzer,1973.Anorientationofthiskindisonlypartoftheprocessbywhichemployeesbegintoadjusttotheorganizationandtheworkenvironment.

Inmanycasesthisprocessmaywellstartbeforetheemployeefirstsetsfootinthecompany.Still,themostimportantperiodinestablishingjobunderstandingandsatisfactionisthepre-dutyphaseofformalorientationperiodandthatimmediatelyfollowingLaMotte,1974.Thisisthetimewhentheemployeehasanxietiesandquestionsabouthis/herworkandhis/hernewenvironment.Thisisthetimewhenattitudesofacceptanceandenthusiasmmustbecreated,andwhentheemployeemustdemonstrateattitudesandbehaviorthatmeshwiththecompany’sphilosophyandmodeofaction.

InformalOrientation

Atthecompletionoftheformalorientationmeeting,thenewhireissenttohisworkstation.Fromthispoint,informalorientationbegins.InformalorientationisacontinuingprogrammedwhichisunplannedandunofficiallyconductedbyfellowworkersSt.John,1980.Afterhiringandorientation,otherfacetsofthepersonnelrelationsprogrammedcomeintoplay.Inarealsensetheorientationprocesscontinuesthroughouttheemployee’sworkinghistoryathis/hercompany,concludingonlyatretirementorterminationofemployment.

Mostnewhiresdonotwanttocreatetheimpressionofappearingdumb,dowantandneedtoknowtheirroleinthecompany,anddoneedtobeabletoachievetheirowncareerobjectives,sothemanagershouldhaveageneralplantoguidethecourseofdiscussion.Sometopicsincludethedutiesofthoseinhis/herimmediateworkarea,thedutiesandresponsibilitiesofthenewhire,andtheareasinwhichfurthertrainingmightbeneededandatentativeplantoaccomplishit.Duringthisdiscussion,themanagermustremembertoadopttheperspectiveofthenewhire,whoknowslittleaboutthecompanyordepartment.And,themanagershouldrequestthefellowworkerstoprovidejob-relatedinformationtoanew-comerPenzer,1973.

Formalassignmentofsomeonetogotoforhelpcanprovidethenewhirewithdirectsupportuntilhe/shedevelopshis/herownpeerrelationships.Ifhandledproperly,thiscanalsohaveapositiveeffectonthefellowworkerwhohasanopportunitytodemonstratehis/herskillsandknowledgeinahelpfulandpersonallyrewardingway.Mostassociates,includingthesupervisor,cannotbreakawayfromtheirresponsibilitieslongenoughtoprovideameaningfulorientation.Theresourcefulfellowworkershelpthenewcomertoovercometheobstacles,learnhis/herjob,establishrelationshipwithassociates.

Acertainfindingfromthemarketing-trainingstudyshowsthatwhileemployeeswereverypositiveaboutthequalityofformaltraining,theyindicateditfailedtocoversubjectmatterthatwasnecessarytoaccomplishtheirjobs.ThissuggeststhatanorientationprogrammedmustbedevelopedinconjunctionwithcomprehensivejobanalysisandthatperiodicfeedbackfromparticipantsmustbesoughttoensureadequatematchbetweenjobdemandsandprogrammedcontentPenzer,1973.

KeyConsiderationsofOrientation

Toachieveimumpay-back,employeeorientationshouldbeviewedasaninitialandcrucialstepinthecontinuingmanagement-employeedialogue.Assuch,thiseffortrequiresacommitmentofenergiestothosenowaimedatoutsideaudiences,fromlegislatorstothegeneralpublic.Theresponsibilityforinitiatingandmaintainingagoodmanagement-employeecommunicationssystemrestssquarelyonthemanagerLublin,1978.Ingeneral,he/sheshouldbecandidwhendiscussingissuesinthecompanyandsensitivetowardstheemployee’sactualsituation.Butthespecificformatoftheorientationcantakemanyshapes.

Thereareasmanyvariationsinbetweenastherearecompanies.Inadditiontoeasinganemployee’suncertaintiesandanxietiesaboutanewjobandanewworkenvironment,awellplanned,ongoingorientationprogrammedcancreateafavorableattitudetowardtheorganization,provideopportunityforfeedbackandhelptoavoidsomeofthefactorswhichgenerateturnover,misunderstandingsandgrievances.Thefollowingfiveprimaryconsiderationscanhelpyoumeasureorientationpracticesandprovideguidelinesforanyrecommendedchangesinprocedure.

OrientationPolicyandSkills

RepresentativesofmanagementandemployeesalikeshouldjointlyproposepolicyforallsignificantaspectsoftheorientationprogrammedSt.John,1980.Thisproposedpolicymustthenbereviewedandofficiallyadoptedbytopmanagement,beforebeingsharedwithallcompanyemployees.Achievementofcompanygoalswillbefurtheredifoneormorerepresentativesoftopmanagementappearatformalorientationsessionsandtalkaboutcompanyphilosophyandexpectations.Thesestatementsshouldspelloutexactlywhatemployeescanexpectfrommanagementandwhattheco