員工流失外文翻譯

1、Brain drain of Economic Analysis and InspirationThe talented person superiority is the modern enterprise competitive advantage important fountainhead,the competition for talent is the enterprise competes the essential content. Day by day the intense internationalization competition causes the brain

2、drain into restriction enterprise lasting development the important question. Along with does the modern economy marketability degree enhancement, the knowledge economy time in relief, how solve the brain drain problem to become the historical topic effectively which each enterprise must solve. We u

3、tilize the modern economic the basic analysis tool, has analyzed the brain drain question which the threat modern enterprise develops continually, and proposed in this foundation some overcome the brain drain the countermeasure.1. Game analysis of the conclusionsEnterprise brain drain usually refers

4、 to people on a certain cause,From a free enterprise organization or out from an enterprise to another business process or phenomenon. When the dynamic study of brain drain occurs when the brain drain is a process; When inspecting the static results of the brain drain and brain drain is a phenomenon

5、 of state. In reality, the result of the brain drain was motivated by diverse and integrated. According to the traditional economic analysis, we assume enterprises is a brain drain among enterprises and individuals in a cost comparison based on receipts, The Game of the outcome the main barriers to

6、prevent the brain drain of the system established by the rules, excluding enterprises to personnel of the purposes of the material and non-material incentives.After the game model for a balanced analysis shows that outflow of talent with the probability of enterprises set up barriers and the cost of

7、 talent to overcome barriers and to pay the price (the default). barriers to enterprise and the cost of setting up a positive relation, business erecting barriers to the higher cost, the probability of talent outflow higher because the cost will be set up barriers to lower the probability; and talen

8、t to overcome barriers to reverse the price was, people overcome barriers price, the lower the probability of talent outflow higher. Enterprise erecting barriers and the probability of talent in the enterprises initial gains inflow of qualified personnel in the enterprises and the enterprises receip

9、ts erecting barriers and the proceeds (the damages), and talent in the enterprises initial gains were inverse relationship, and talent initial return, the lower Enterprise erecting barriers to the higher the probability; and talent in the enterprise income inflow was positive, inflow of talent in th

10、e higher corporate earnings, enterprises are faced with the pressure of competition, and consequently the greater enterprise erecting barriers higher probability; and the enterprises set up barriers and access to the proceeds of a reverse, set up barriers to enterprise income lower erecting barriers

11、 of their higher probability because enterprises along with the proceeds of personnel costs (Mulct), overcome barriers to low-cost talent outflow often leads to the increased probability.2. Cost and income analysisBased on preceding text economical rational supposition. We know the business and pers

12、onnel decisions are weighed against the cost - compared to the gains made by the results. Only by erecting barriers of income is greater than the cost that the companies can take erecting barriers strategy and the talents are not in the outflow of income is not sufficient to compensate for price out

13、flow choice outflow. In reality both enterprises or talent, its costs and benefits are very complex, Here specific analysis of the players costs and benefits, in order to draw more useful insights.2.1 Enterprises cost and incomeBrain drain caused by corporate cost: Although the brain drain of enterp

14、rises sometimes has some positive significance. If reasonable promote optimal allocation of talents, such as vigilance.However, as is usually the brain drain of enterprises are the disadvantages outweigh the benefits. Therefore this paper will only discuss the brain drain of the business losses. Fir

15、st, the brain drain caused personnel vacancies caused by loss of business efficiency and enterprise personnel replacement costs. Second, the 1668brain drain caused by enterprises in a commercial secret, the core technology and stable clients the loss. Third, the loss of talent to competitors, have t

16、he will to change enterprises in the competitive strength contrast, sometimes even between enterprises will change the relative position of the enterprise so as to cause enormous losses. Fourth, the brain drain may also trigger a chain reaction, such as additional personnel costs of the psychologica

17、l affect his enthusiasm, and so on. Fifth, the brain drain could also give enterprises noise, reducing the results of the evaluation of enterprises, thus affecting corporate reputation stock prices.Enterprise erecting barriers to the main cost will include the following aspects : First, set up barri

18、ers to the direct costs, enterprise as a result of erecting barriers and the direct expenditures. These mainly include : erecting barriers to the initial costs, specifically refers to the enactment of the rules system, which have been paid manpower, material costs; The role of cost barriers, concret

19、e barrier refers to guarantee the effectiveness of the derivative related organizations and regulatory changes in the cost and talent touched barriers When enterprises implement the rules will have to pay the cost. Second, erecting barriers of opportunity cost refers to the barriers set up by the co

20、st of personnel, finance, and were available for other areas of revenue, such as barriers to development, maintenance personnel during this period to engage in other work outputs and the cost of erecting barriers property for investment or other production areas the benefits. Third, the cost barrier

21、s to signal that the enterprises set up barriers to the adverse external signal transmission, The enterprise will become more difficult to recruit outside the enterprise and appraisal issues of the cost. If the barriers set up by relatively high, the inflow will be more demanding of the initial proc

22、eeds of R0. thereby increase their access to personnel costs; Moreover, if the barriers are too high, Enterprises easily by outsiders is the lack of strength retain talent, thereby lowering enterprise right talents are attractive, Enterprises in other fields reputation will be damaged. Fourth, erect

23、ing barriers cost of the system, we refer to the erecting barriers and increase the overall management of the burden. barriers tothe overall management of the burden; Enterprises set up barriers to truly be the role of institutionalization and standardization. this process also requires enterprises

24、to spend a certain amount of material, information and time resources; sound barriers is a gradual process, barriers and adapt itself to different conditions also need to constantly innovate, it needs to pay for certain costs. Enterprise erecting barriers of income include the following aspects : Fi

25、rst, Enterprise erecting barriers proceeds from the direct result of outflow of talent and pay the damages or from other aspects of the compensation. Second, the face of barriers, from mobile professionals to obtain higher returns will actively enhance the quality of their own human capital, thereby

26、 improving the overall quality of human resources, to promote a lasting increase in income. Third, enterprises erecting barriers personnel for the relative stability in raising output levels, to enhance corporate image, and so on the gains. Fourth, the barriers caused by the decline in the rate of b

27、rain drain will save replacement personnel, training and management process costs, This part of the costs can also have brought new income.2.2 Costs and gainsThe outflow of personnel costs primarily include the following aspects : First, the outflow of personnel decision-making cost, which mainly in

28、cludes : the cost of locating targets, specifically referring to a desired R1 found in time, energy and currency of inputs, As the process of searching for the time and energy on the input of the actual work of the above inputs and losses in leisure, consumption of opportunity cost; target cost of t

29、he decision, Specifically, it refers to the number of goals to be elected to choose the optimum goal when the direct costs and psychological burden; the decision-making process of other costs, If the flow of goals to meet the requirements of individual human capital investment costs as well as the o

30、utflow of his intention of interpersonal stress, and psychological costs. Second, the process of outflow of talent costs, including : direct costs, means the outflow of talent in the course of direct losses, such as travel, Transfer fees, the default; Indirect costs, mean more direct expenditures an

31、d the opportunity cost caused by the outflow of thepresent process proceeds losses; Interpersonal costs, refers to the process of outflow of interpersonal relations and coordination of expenditures. Third, the results of cost outflow of talent that talent outflow from the original Enterprise after f

32、acing the cost If friction unemployment in a state of loss of income and loss of human capital and the expected discounted earnings of Discount risk.The outflow of talent to benefit include the following aspects : First, After outflow in the new enterprises to get higher returns than the initial pro

33、ceeds of the new R1, including better remuneration, welfare, higher job titles, but also a strong sense of accomplishment, such as an integrated utility. Second, outflow arising from the process of personal content in human capital for the professionals can improve in future career development and p

34、rofessional selection process bring higher returns. Third, the outflow of talent revealed intentions, may lead to the enterprises concerned and reuse, raise the enterprises in the relative status, which could increase personnel benefits.In short, whether it is the pursuit of profit maximization of e

35、nterprise, or seeking to maximize the effectiveness of personnel, His behavior in the consolidated income is greater than the cost of comprehensive starting point. that the various benefits and costs are positive condition of pursuit Umax = F (R) - F (C).3. Inspiration3.1Motivation The flow of talen

36、t is a combination of factors working together in the results, including social factors, business factors, personal factors, and other personnel. Social factors to influence the flow of talent in all directions, the overall economic situation, the social security system, Social and cultural attitude

37、s and social factors such as the legal system, through the impact of the mobility of talents expected benefits, capabilities against risks, Mobile tendentious, rules and sense of the flow of talent, including the social effects of the flow of talented people to have an impact. Talents of a higher le

38、vel of effectiveness of the flow of talent is the pursuit of the subjective motive, the flow of talent is the fundamental source of inspiration. In human resources, human resources in the capital on the market supply and demand, thereby determining the flow of talented people the potential benefits;

39、 talents values affect its liquidity preferences and tendencies;and thrust into the common enterprise of gravitational effects. Outflow enterprises in salaries and benefits, job placement, The cultural atmosphere with respect to the individual talent gap between the expectations of the outflow of ta

40、lent prompted major thrust, inflow enterprises in the fields mentioned above expectations and the individual talent is to attract talented people close to the inflow of gravitation. Affect the flow of talent is not the factors that play a role in a separate, but interrelated and influence each other

41、 An end to the flow of talented people together to have an impact.3.2 SolutionEnterprises are erecting barriers to prevent the brain drain fundamental way, but the barriers set up, implementation process and the high cost of external enterprises increasingly powerful force in this way so that ineffi

42、ciencies, and this method with the enterprise and talent Game - not erecting barriers - not floating divergence. Therefore, enterprises need to consider the adoption of non-road barriers to overcome brain drain. Talents in the inflow and outflow from the enterprise business income gap between the im

43、pact of the flow of talented people is the basic factor. Establish reasonable pay system is a brain drain enterprises lower the basic rate of one path. Reasonable salary can raise the level of the enterprise in the initial proceeds of R0, reducing income disparities D, competitive pay levels can not

44、 only prevent the enterprise talent drain, but will also attract external inflow talents; Science salary structure will enable personnel under their own conditions rational distribution, use, increase their human capital, their receipts expected a clear and narrow the gap between expected income; ap

45、propriate salary payment system through the payment of media time and pay adjustments can raise the same pay level of effectiveness. 人才流失的經(jīng)濟(jì)學(xué)分析及啟示人才優(yōu)勢(shì)是現(xiàn)代企業(yè)競(jìng)爭(zhēng)優(yōu)勢(shì)的核心，人才競(jìng)爭(zhēng)是企業(yè)間競(jìng)爭(zhēng)中最為本質(zhì)的內(nèi)容。日趨激烈的國(guó)際化競(jìng)爭(zhēng)使人才流失成為制約企業(yè)持久發(fā)展的重要問(wèn)題。隨著現(xiàn)代經(jīng)濟(jì)市場(chǎng)化程度的提高，知識(shí)經(jīng)濟(jì)時(shí)代的顯現(xiàn)，如何有效地解決人才流失問(wèn)題成為每個(gè)企業(yè)所必須解決的歷史課題。運(yùn)用現(xiàn)代經(jīng)濟(jì)學(xué)的基本分析工具，分析了威脅現(xiàn)代企業(yè)持續(xù)發(fā)展的人才流

46、失問(wèn)題，并在此基礎(chǔ)上提出了一些克服人才流失的對(duì)策。1 企業(yè)人才流失博弈分析的結(jié)論 企業(yè)人才流失通常指人才基于一定的動(dòng)因，從一個(gè)企業(yè)組織中游離出來(lái)或從一個(gè)企業(yè)到另一個(gè)企業(yè)的過(guò)程或現(xiàn)象。當(dāng)動(dòng)態(tài)地考察人才流失行為的發(fā)生時(shí)，人才流失是一種過(guò)程；當(dāng)靜態(tài)地考察人才流失結(jié)果時(shí)，人才流失是一種狀態(tài)現(xiàn)象?，F(xiàn)實(shí)中，致使人才流失的動(dòng)因是多種多樣的、綜合的。按照經(jīng)濟(jì)學(xué)分析的傳統(tǒng)，本文假設(shè)企業(yè)人才流失是企業(yè)與個(gè)人之間以成本收益比較為基礎(chǔ)，進(jìn)行的博弈過(guò)程的結(jié)果。人才比較自己流出的成本收益決定是否流出企業(yè)，企業(yè)也同樣根據(jù)設(shè)置壁壘的成本收益分析決定是否設(shè)置壁壘。這里的壁壘主要指企業(yè)為防止人才流失而建立的有關(guān)制度規(guī)則，不包括企

47、業(yè)對(duì)人才施行的物質(zhì)的與非物質(zhì)的激勵(lì)措施。 我們經(jīng)過(guò)對(duì)博弈模型進(jìn)行均衡分析看出，人才流出的概率與企業(yè)設(shè)置壁壘的成本以及人才為克服壁壘而支付的代價(jià)(違約金) 有關(guān)，與企業(yè)設(shè)置壁壘的成本呈正向關(guān)系，企業(yè)設(shè)置壁壘的成本越高，人才流出的概率越高，因?yàn)楦叱杀緯?huì)降低企業(yè)設(shè)置壁壘的概率；與人才克服壁壘的代價(jià)呈反向關(guān)系，人才克服壁壘的代價(jià)越低，人才流出的概率越高。企業(yè)設(shè)置壁壘的概率與人才在本企業(yè)的初始收益、人才在流入企業(yè)的收益以及企業(yè)因設(shè)置壁壘而獲得的收益(人才交納的違約金) 有關(guān)，與人才在本企業(yè)的初始收益呈反向關(guān)系，人才的初始收益越低，企業(yè)設(shè)置壁壘的概率越高；與人才在流入企業(yè)的收益呈正向關(guān)系，人才在流入企業(yè)的

48、收益越高，企業(yè)面臨的競(jìng)爭(zhēng)壓力越大，因而企業(yè)設(shè)置壁壘的概率越高；與企業(yè)因設(shè)置壁壘而獲得的收益呈反向關(guān)系，企業(yè)設(shè)置壁壘的收益越低，其設(shè)置壁壘的概率越高，因?yàn)槠髽I(yè)的收益伴隨著人才的成本(罰金) ，克服壁壘的低成本往往導(dǎo)致人才流出的概率升高。2 企業(yè)人才流失的成本與收益分析 基于上文的經(jīng)濟(jì)理性假設(shè)，我們知道企業(yè)和人才的決策都是權(quán)衡成本收益比較的結(jié)果做出的。只有設(shè)置壁壘的收益大于所承擔(dān)的成本，企業(yè)才會(huì)采取設(shè)置壁壘策略，而人才也不會(huì)在流出收益不足以彌補(bǔ)流出代價(jià)時(shí)選擇流出?，F(xiàn)實(shí)中無(wú)論企業(yè)還是人才，其成本與收益都是相當(dāng)復(fù)雜的，這里具體分析一下各局中人的成本與收益，以便從中得出更多的有益啟示。2.1 企業(yè)的成本

49、與收益1、 人才流失引致的企業(yè)成本：雖然人才流失對(duì)企業(yè)有時(shí)也有一些積極意義，如促使人才合理優(yōu)化配置、提高警惕等，但是由于通常人才流失對(duì)企業(yè)都是弊遠(yuǎn)大于利的，因此本文只討論人才流失對(duì)企業(yè)的損失。其一，人才流失引起人才空缺引致的企業(yè)效率損失以及企業(yè)的人才重置成本。其二，人才流失引致的企業(yè)在商業(yè)秘密、核心技術(shù)、穩(wěn)定客戶等方面的損失。其三，流失人才為競(jìng)爭(zhēng)對(duì)手所用，必將改變企業(yè)間的競(jìng)爭(zhēng)實(shí)力對(duì)比，有時(shí)甚至?xí)淖兤髽I(yè)間的相對(duì)地位，從而給本企業(yè)造成巨大的損失。其四，人才流失還可能引發(fā)連鎖反應(yīng)，如，增加其他人才的心理成本，影響其積極性等。其五，人才流失還可能給企業(yè)帶來(lái)噪音，降低市場(chǎng)對(duì)企業(yè)的評(píng)價(jià)結(jié)果，從而影響企業(yè)

50、聲譽(yù)、股票價(jià)格等。2、企業(yè)設(shè)置壁壘的成本主要包括以下幾個(gè)方面：其一，設(shè)置壁壘的直接成本，指企業(yè)因設(shè)置壁壘而發(fā)生的直接支出。主要包括：設(shè)置壁壘的初始成本，具體指企業(yè)在制定有關(guān)制度規(guī)則過(guò)程中所支付的人力、物力成本；壁壘的作用成本，具體指為保證壁壘的有效性而衍生的相關(guān)組織機(jī)構(gòu)和規(guī)章制度的變動(dòng)成本以及人才觸及壁壘時(shí)企業(yè)貫徹有關(guān)規(guī)則時(shí)付出的成本。其二，設(shè)置壁壘的機(jī)會(huì)成本，指企業(yè)在設(shè)置壁壘時(shí)所耗費(fèi)的人、財(cái)、物用于其他領(lǐng)域可以獲得的收益，如，壁壘的制定、維護(hù)人員在此期間從事其他工作的產(chǎn)出以及耗費(fèi)在設(shè)置壁壘的財(cái)物用于其它生產(chǎn)或投資領(lǐng)域時(shí)的收益等。其三，壁壘的信號(hào)成本，指企業(yè)因設(shè)置的壁壘向外界傳遞的不良信號(hào)，帶

51、來(lái)的原文請(qǐng)找騰訊成本，指因設(shè)置壁壘而增加的整個(gè)管理系統(tǒng)的負(fù)擔(dān)、壁壘本身制度化的成本以及企業(yè)為提高壁壘的有效性而支付的壁壘完善創(chuàng)新成本。任何一項(xiàng)制度規(guī)則的有效性都需要其他管理環(huán)節(jié)的支持，企業(yè)設(shè)置壁壘必然會(huì)增加整個(gè)管理系統(tǒng)的負(fù)擔(dān)；企業(yè)設(shè)置的壁壘要真正起作用必須制度化規(guī)范化，這個(gè)過(guò)程中企業(yè)也需要耗費(fèi)一定的物質(zhì)、信息和時(shí)間資源；壁壘的完善是一個(gè)漸進(jìn)過(guò)程，而且壁壘本身為適應(yīng)不同條件下的需要也要不斷地創(chuàng)新，這都需要企業(yè)支付一定的成本。3、企業(yè)設(shè)置壁壘的收益主要包括以下幾個(gè)方面：其一，企業(yè)設(shè)置壁壘的直接收益源于人才因流出而交納的違約金或源于其他方面的補(bǔ)償金。其二，由于面臨壁壘，人才為從流動(dòng)中獲得更高收益會(huì)積極提升自身人力資本質(zhì)量，從而提高企業(yè)的整體人力資源素質(zhì)，促進(jìn)企業(yè)收益的持久增加。其三，企業(yè)因設(shè)置壁壘使人才隊(duì)伍相對(duì)穩(wěn)定，在提高產(chǎn)出水平、提升企業(yè)形象等方面帶來(lái)的收益增加。其四，壁壘引起的人才流失率下降，將節(jié)省人才重置、培訓(xùn)和管理過(guò)程中的成本，這部分成本也能給企業(yè)帶來(lái)新的收益。2.2 人才的成本與收益1、 人才流出的成本主要包括以下幾個(gè)方面：其一，人才流出決策成本，主要包括：目標(biāo)的尋訪成本，具體指為發(fā)現(xiàn)合意的R1 在時(shí)間、精力和貨幣等方面的投入，由于尋訪過(guò)程中時(shí)間精力上的投入引起的實(shí)際工作的損失以及以上投入在閑暇、消費(fèi)等方面的機(jī)會(huì)成本；目標(biāo)的決定成本，具體指在多個(gè)待選目標(biāo)中選擇