1、中文 3939 字 本科毕业论文（设计） 外文翻译 外文 题目 How to orient employees into new positions successfully 外文出处 Management Research News， 2001（ 24）： P44-48 外文作者 Valerie D. Davis, Brian H. Kleiner 原文： How to Orient Employees into New Positions Successfully Valerie D. Davis, Brian H. Kleiner Among the primary objectives
2、 of every business enterprise, deriving greater productivity per employee and reducing the rate of turnover is always present. Businesses spend billions on benefits, engage in plant and office beautification, and indulge in a myriad of other activities intended to attract and retain good workers. Ye
3、t management seldom takes advantage of one of the most effective devices ever created for holding on to employees: a well-thought-out employee orientation programmed. Orientation is the process of familiarizing employees with whatever is necessary for them to feel at home and understand and perform
4、their new duties efficiently. To put it another way, it is the beginning of a fusion process leading to the integration of company and employee goals and needs. Without this sense of commonality, employee productivity, performance and morale will suffer (St.John,1980). Therefore, it is desirable to
5、study the orientation policy with respect to employees. The purpose of the present work is to establish the appropriate orientation programmers to orient employees into new positions successfully based on existing studies. The scope, type, and key considerations of orientation required for establish
6、ing the appropriate orientation programmed is presented. The Scope of Orientation In our highly sophisticated society, the old saying about “a happy worker being a good worker” means that a better-informed employee will become a highly tangible company asset. A sound orientation programmed provides
7、a coalescing force for the modern corporation and more opportunities to access to a new environment for employees. The range of activities and courses which are offered by corporations for their employees to improve familiarization with and adaptation to a situation or environment is quite broad. Ir
8、respective of the type of industry or company, orientation should be concerned with two distinct levels. General Orientation Matters of general orientation should be relevant to all employees and include some typical information (St.John,1980). First, introduction to the company is a matter of who t
9、he company is, where it has been, and where it is going. The key is to make the new employee feel good about the company, begin to instill the pride of belonging, being a part of the company. Second, an important policy review must include standards of conduct, performance standards, the introductor
10、y period of employment, discipline policy, and safety. Third, a review of benefits is crucial. Employees need to appreciate the cost of benefits, and it should be related to the percentage of payroll spent on their behalf (Smith,1984). Specific Orientation First of all, the topics of specific orient
11、ation are unique to the employees new department and job (St.John,1980). The objective is to provide for a smooth transition into the new job in a way that maintains motivation and gets the new employee into production as soon as possible. Orientation should not be an obstacle to productivity and mo
12、tivation, but be prepared and ready to get the employee immediately involved in the work flow. Secondly, introduction to the fellow workers and facilities is one of the most important orientation. Introducing people a few at a time and assigning someone to be the new employees mentor helps new emplo
13、yees to adapt to a new working environment more easily (Smith,1984). The scope of these two programmed should also be adapted to the new employees job responsibilities, training and past experience in comparable positions. Conversely, some standard coverage of key information about the company, the
14、department and the job is desirable from both the companys and the employees standpoint. The Type of Orientation Formal Orientation Formal orientation is a programmed which is planned and officially conducted by the company at set times (St.John,1980). Usually this programmed takes place after the first day and before the end of the first week of employment. The programmed itself should be composed of new employees who are heterogeneous with regard to occupation and homogenous with regard to level. And, the programmed should be led
