員工培訓的新發(fā)展外文翻譯

1、<p><b>　　中文3615字</b></p><p>　　本科畢業(yè)論文（設計）</p><p><b>　　外文翻譯</b></p><p>　　外文題目 New Developments in Employee Training <

2、;/p><p>　　外文出處 Work Study </p><p>　　外文作者 Christianne Derouen, Brian H. Kleiner </p><p><b>　　原

3、文：</b></p><p>　　New Developments in Employee Training</p><p>　　Christianne Derouen, Brian H. Kleiner</p><p>　　In order to accommodate the rapid technological changes, employee

4、s must master increasingly complex technical skills. Five major forces behind training becoming so important and central to any firm’s operations are as follows:</p><p>　　(1) global and domestic competition;

5、</p><p>　　(2) changes in technology;</p><p>　　(3) mergers, acquisitions and divestitures causing realignment of structures and functions of companies;</p><p>　　(4) better educated w

6、orkforce;</p><p>　　(5) emergence of new occupations(computer, etc.).</p><p>　　New training ideas are developed because trends are towards making training more practical, realistic and pertaining

7、 to employees’ jobs. Training must give employees broader knowledge, enabling them effectively to utilize new technology and integrate it into the workplace. Lower costs, better quality, faster return on investment, incr

8、eased productivity and long-term growth are all achieved once employees adapt to changes and are trained accordingly. In the past, training was very classroom/instr</p><p>　　Two books published in 1988[1,2]

9、discuss many companies and modern employee-training ideas which are being utilized today to keep pace with technology. The four areas addressed are:</p><p>　　(1) aligning training strategies with corporate g

10、oals;</p><p>　　(2) continuous learning;</p><p>　　(3) manufacturer-user; and</p><p>　　(4) designing and delivering training cost-effectively.</p><p>　　Additionally, vari

11、ous magazine articles supplement some of the ideas discussed in the two books as well as introduce new training methods.</p><p>　　Aligning Training Strategies with Corporate Goals</p><p>　　The f

12、irst type of training mentioned in the above books discusses aligning training strategies with corporate goals, which is necessary because each company must evaluate what is needed for it to be competitive and successful

13、. Once this is known, training can be applied accordingly.</p><p>　　American Transtech, a subsidiary of AT&T, aligns its training with corporate goals by focusing its training in the following manner: ma

14、nagers are trained to hire their own personnel, relying less on Human Resources. Once hired, new employees go through a two-day orientation where company policy and procedures are outlined and teamwork participation is e

15、ncouraged, since teamwork is an integral part of American Transtech. On completion of the orientation, the new hires are placed in groups and tra</p><p>　　Group training follows the employees to the workplac

16、e, where groups often meet to discuss needs and problems of the company. From this process the goals of training for the company are met. The computer/no instructor process is not mentioned very often but is a more moder

17、n way to train as computer use is so widespread. American Transtech found this method is successful in getting people to work together as well as learn together.</p><p>　　Corning Glass Works is another compa

18、ny which implemented a training programme aligned with its corporate goals. Training is so important to Corning Glass that it felt the training given would directly relate to success and hopefully put it a step ahead of

19、its competition. The corporation, with the help of outside consultants, put together a textbook about quality at Corning Glass. The training department worked hard exposing all 28,000 employees to training in product and

20、 people quality. Mid-lev</p><p>　　Continuous Learning</p><p>　　More recent trends show training going beyond “job specific” to “continuous learning”, in which the focus is on other areas of expe

21、rtise within the company. In continuous learning employees are encouraged to learn and understand the jobs and skills needed of those around them and more often perform them on a regular basis. Semiautonomous work teams

22、are most conducive in the continuous learning environment because each employee trains others in their group. This way employees know one another’s j</p><p>　　Training one another, or “train the trainer”, is

23、 another important aspect of continuous learning. It allows employees to develop new applications and techniques and share them with their peers or supervisors.</p><p>　　S.B. Thomas, Inc. feels there are two

24、 types of training in its continuous learning plan – social and technical task training. In social training employees are given a secondary job, such as communicator, counsellor, safety officer. These secondary jobs chan

25、ge frequently and are minor jobs compared with the job for which they are hired, but it gives employees a “teamwork” sense of pride in productivity. Although this is not an actual training course in the truest sense, it

26、is a training method to</p><p>　　The technical task training is focused on learning the job which the employee will perform. Films are used to illustrate and explain various tasks the company performs and th

27、ose which will be undertaken by the new employee. As this is not a new development, it will not be discussed.</p><p>　　S.B. Thomas has work teams in which members train one another. A new hire learns from a

28、facilitator the overall job of the group in which he/she is placed. In the course of this, a new employee receives direction and support from a co-worker already experienced in the task. Although S.B. Thomas does not foc

29、us as much on outside training (e.g. college courses), its commitment to the in-house training and motivation of all employees has proved effective. </p><p>　　Factories are also utilizing modern training ide

30、as. They are prone to employ multiskilled workers and use multipurpose machines. Factories now use flexible automation – organizing the shopfloor into cells and short assembly lines. Workers in each cell must have knowle

31、dge and skills to operate a variety of machines and know product requirements. Single purpose assembly lines are a thing of the past because the ability to do more than one job increases productivity, giving companies a

32、competitive </p><p>　　“Communication plays a major role in ensuring tasks are learned”</p><p>　　In order to succeed in using multiskilled employees, a factory must train immediately, get employe

33、es involved, and get the support of top management. Training must address many issues such as planning, operating methods, communication flows, safety, etc. Communication plays a major role in ensuring tasks are learned.

34、 Additionally, stress and conflict must be overcome for employees to be most productive. </p><p>　　Through performing a variety of functions, the employee gains task identity and skill variety, creating incr

35、eased motivation, work performance and decreased absenteeism. This is another form of continuous learning, as employees are learning not only their particular job but also those of their cellmates. This area of training

36、has recently become widespread but not a major training impetus.</p><p>　　Manufacturer-User</p><p>　　Another form of training is “manufacturer-user”, which involves the vendor and supplier shari

37、ng ideas and information about design and implementation and having joint responsibility for training. Turning to the manufacturer for aid in training would seem a likely choice as it should know about the machine in use

38、 and its various functions. This form of training can result in more up-time, increased creative applications, manufacturer and customer satisfaction and improved design of machines. It i</p><p>　　Goodyear T

39、ire and Rubber Company is an example of a company which initiated a manufacturer-user programme with its suppliers. It requires its suppliers to enter into a training agreement on award of an equipment bid. A typical tra

40、ining agreement with suppliers requires: </p><p>　　Access to supplier’s plant by training poeple from Goodyear in order to prepare task analysis and training material.</p><p>　　Hands-on use for

41、operators, maintenance workers, and managers. Classroom work, media, equipment and instructionare also used.</p><p>　　Training content matching specifications required.</p><p>　　Complete trainin

42、g before the equipment goes into operation.</p><p>　　A training representative of the supplier dedicated to full-time training.</p><p>　　Goodyear’s training is limited, teaching only a basic kno

43、wledge of how to use the equipment, then leaves training new or additional employees up to the supplier using train-thetrainer style mentioned earlier.</p><p>　　Designing and Delivering Training Cost-effecti

44、vely</p><p>　　There are three approaches to designing and delivering training costeffectively. The first is a systems approach, which organizes the educational process into manageable steps, resulting in imp

45、roved decision making and training delivery.</p><p>　　The second approach is training partnerships with community colleges. Companies get together with colleges to decide which training courses can be offere

46、d and what the company needs. Then the company signs up employees to attend. This area is enhanced when colleges increase their flexibility of courses offered and provide high quality instruction.</p><p>　　T

47、he third approach is satellite or live interactive TV, which usually offers graduate level courses. Many companies use a combination of the above three approaches. </p><p>　　“They realized that learning occu

48、rs on the receiving end”</p><p>　　The first approach mentioned is not a modern development so will not be discussed. The second and third approaches have more recent applications.</p><p>　　Natio

49、nal Technical University is an example of a company which uses both the second and third approach to design cost-effectively and deliver trainingcollege and satellite TV. National Tech is a non-profit private educational

50、 corporation which awards master degrees in selected fields. Involvement by 24 universities nation-wide as well as employees’ companies allows National Technical University to emphasize high quality instruction. Companie

51、s pay a fee to join, which allows employees to partake </p><p>　　The US Army utilizes the third approach – TV – for effective, costefficient training. Although this method is already used in industry, the ap

52、proach which the army took in presenting it is more modern. The Army Training Department found that a simple, dry lecture on TV was not the most productive way to train. They realized that learning occurs on the receivin

53、g end; so, getting the students involved through TV training would be a tough challenge. They decided to restructure TV training by having</p><p><b>　　譯文：</b></p><p><b>　　員工培訓的

54、新發(fā)展</b></p><p>　　克里斯蒂安·德魯昂 布賴恩·克萊納</p><p>　　為了適應科技的迅速變化，員工必須掌握日益復雜的技術和技能。五個比較重要和核心的培訓將成為背后支撐的力量，對于任何公司都可以按如下方式操作：</p><p>　?。?）全球和國內競爭；（2）技術變革；（3）兼并，收購和資產剝離造成公司的結構

55、和職能調整；（4）獲得更好教育的勞動力；（5）新職業(yè)的出現（如計算機等）</p><p>　　新的訓練思路對應新的培訓趨勢的發(fā)展，因為它能使有關員工工作中的培訓更切合實際，實事求是。培訓必須讓員工獲得更廣泛的知識，使他們有效地利用新技術，融入它的工作場所，同時使企業(yè)降低成本，獲得更好的質量，更快的獲得投資回報，提高生產率和一次員工適應變化和取得長期發(fā)展的培訓。在過去，培訓非常死板，這與最近更現代的培訓發(fā)展相比

56、被證明是無效的。</p><p>　　在1988年利用今天緊跟技術發(fā)展的想法出版了兩本書，討論了許多公司和現代員工培訓的問題，這四個領域討論包括：</p><p>　?。?）結合企業(yè)目標調整的培訓策略；（2）持續(xù)學習；（3）制造商用戶；（4）設計和提供培訓成本效益。</p><p>　　此外，在各種雜志的文章中也的補充討論了這兩本書，同時有了引進新的訓練方法的

57、一些想法。</p><p>　　根據企業(yè)目標調整培訓策略</p><p>　　第一種類型的培訓在上述書中已經提到過，討論協調培訓戰(zhàn)略與公司的目標這是必要的。因為每個公司必須評估所需要的是競爭并取得成功。一旦這些達成就可以相應地應用到公司的培訓中去。</p><p>　　美國高科是AT＆T的一家子公司，他們也贊同通過集中在以下方式的員工培訓和企業(yè)目標培訓：對管理人員進

58、行培訓，內部招聘，降低人力資源消耗。應聘者一經錄用，作為新員工就要被鼓勵參加為期兩天的公司政策、工作流程概述和團隊參與等方向培訓。因為團隊精神是美國高科企業(yè)文化的組成部分。基本培訓完成后，新員工被安排在團體和他們的工作中，同時進行電腦操作的培訓。沒有教練領導階級，所以它是必要的。團隊互相討論各種問題，并在電腦上對他們提出任務。</p><p>　　集團員工培訓應使員工熟悉工作場所，經常舉行會議，討論群體的需要和公

59、司的問題。這個過程可以實現公司培訓的目標。計算機培訓在這個過程中沒有提及，但往往是一個更現代的方式來訓練計算機的如此普遍使用。美國高科發(fā)現，這種方法是讓人們在工作和學習中共同合作取得成功。</p><p>　　康寧玻璃工程公司則使用另一種培訓方式實現培訓計劃與企業(yè)目標相一致。在康寧玻璃公司訓練是很重要的，他們認為培訓效果的好壞將直接關系到企業(yè)成功，并希望把它作為在競爭中領先一步的訓練?？祵幉ＡЧ驹谕獠款檰柟镜?/p>

60、幫助下，把對質量的要求放在一本教科書。培訓部門努力工作，幫助所有28,000名員工在產品和人的素質方面進行培訓，而中層管理人員是培訓的重點。該書被用來作為一個方針，重點是團隊精神。在最初的培訓中，康寧玻璃公司發(fā)現了許多問題，這需要予以進一步開發(fā)公司的培訓課程，包括人際關系，解決問題等方面。雖然書的使用絕不是一個現代化的培訓方法，但是培訓目的是公司將培訓內容書面化并將其作為自己培訓的內容，有新需求出現時可以隨時修改。而現在大多數公司依然僅

61、僅依靠外面的培訓課程。</p><p><b>　　持續(xù)學習</b></p><p>　　最近的趨勢表明，培訓已經開始由 “具體工作技能培訓”到“終生學習”，特別是重點和專業(yè)領域內的公司。在不斷的學習，鼓勵員工學習和理解他們周圍的工作，更重要的往往是那些他們需要定期執(zhí)行的技能。半自治的工作團隊是最有利于持續(xù)學習的環(huán)境，因為每個員工在他們團隊中不斷得到鼓勵。這樣，員工都

62、知道彼此的工作，并可以在雇員請假的情況下代替他們的工作。員工開始認識到，學習和不斷的培訓是他們工作的一部分。</p><p>　　相互訓練，或者叫“培訓培訓者”，是另一種不斷學習的重要方法。它允許員工開發(fā)新的應用和技術，并分享他們的同齡人或主管的經驗。</p><p>　　S.B.托馬斯公司認為在持續(xù)的學習計劃中有兩種類型的培訓：社會科學及技術工作的培訓。在社會科學培訓雇員有一個如溝通，輔

63、導員，安全人員二次就業(yè)。這些人員的工作經常變動，是與他們所被雇用的工作比較輕松，但它給員工一個“團隊合作”從而有提高勞動生產率的自豪感。盡管這不是一個真正意義上的實際培訓過程，但它是一種以提高員工的士氣和良好的工作輸出，以及人際關系的培訓方法。</p><p>　　技術工作培訓的重點是學習員工工作的執(zhí)行力。電影是用來說明和解釋哪些公司的新員工的工作將被執(zhí)行。由于這并非一個新的發(fā)展，我們將不予討論。</p&g

64、t;<p>　　S.B.托馬斯公司的工作隊各成員彼此合作。作為一個新員工學習的推動者把新員工培訓放在集團的整體工作中。在這個過程中，一個新員工收到的來自一個共同的任務已經在有經驗的工人的指導和支持下開展起來了。雖然S.B.托馬斯公司除了不集中的訓練以外（如大學課程），他還致力于內部培訓和提高全體員工的積極性這些都已經被證明是有效的。</p><p>　　工廠還利用現代培訓理念。他們還容易雇用多技能工

65、人和使用多功能機器。工廠現在使用靈活的自動化設備進入車間和短流水線車間里。每個單元的工人必須具備操作各種機器的知識和技能，知道對產品的要求。單一用途的裝配生產線是過去的事情，因為能夠做到以上的工作提高了生產率，使企業(yè)具備競爭優(yōu)勢。在傳統(tǒng)車間只有高度專業(yè)化的技能訓練與集中決策，而在“未來工廠”則是重點交叉培訓和分散決策。</p><p>　　學習在通信保障任務中發(fā)揮了重要作用</p><p>

66、;　　為了取得成功公司比尋更多的使用多技能員工，而工廠必須立即培訓，讓員工參與，并獲得高級管理層的支持。培訓必須解決許多問題，如規(guī)劃，操作方法，交流流動，安全等方面。培訓發(fā)揮了通信保障任務的主要作用，同時也是員工克服工作的壓力和沖突的最有效果的方法。</p><p>　　通過執(zhí)行各種功能，雇員的收益和技能實現了多樣性，這不僅創(chuàng)造了積極工作的動機，提高工作績效，還降低了缺勤。這又是一個不斷學習的形式，為員工學習不僅

67、是他們的具體工作，但也是他們的益友。這種培訓方面近來已經變得普遍，但不是主要的訓練動力。</p><p><b>　　制造商用戶</b></p><p>　　另一種形式的培訓是“制造商用戶“，它涉及到供應商和供應商交流思想和對設計的執(zhí)行，并負有共同責任的培訓信息。至于在訓練輔助制造商，似乎很可能選擇，因為它應該知道如何使用計算機和它的各種功能。這種培訓形式可以導致更多

68、的運行時間，提高了創(chuàng)造性的應用，制造商和客戶滿意度和機器的改進設計。這也是一個相對廉價的方式來訓練，因為供應商沒有必要實施培訓方案或聘請外部顧問。制造商為用戶培訓要求從購買協議上進入到一個供應商培訓的承諾，以及更多的合作和培訓供應商和用戶，更富有成效的培訓。據分析，這種類型的訓練，雖然沒有廣泛使用，但是在未來十年中必將獲得一席之地。</p><p>　　其中最典型的是固特異輪胎和橡膠公司，他們開始了制造商與供應商

69、，用戶程序的培訓。它要求其供應商將進入的設備設立一個培訓協議，這是一個典型的培訓與供應商的協議。他們要求：</p><p>　?。?）固特異公司可以永久訪問供應商的培訓信息，以便準備工作分析和培訓材料；</p><p>　?。?）培訓操作員，維修工人和管理人員如何使用設備；</p><p>　?。?）與培訓內容相匹配的規(guī)格要求；</p><p&g

70、t;　?。?）完成訓練前的設備投產；</p><p>　　（5）供應商應提供一個專門從事全日制培訓的代表。</p><p>　　固特異的訓練是有限的，教學只是提供一些如何使用設備的基本知識，供應商提供的使用培訓的風格前面已經提到過。</p><p>　　設計和提供培訓成本效益</p><p>　　有三種方法來設計和提供培訓。首先是一個系統(tǒng)的方

71、法，其中步驟組織成可管理的教育過程，從而提高了決策和培訓結果。</p><p>　　第二種方法是簡歷和高等院校的伙伴關系。公司與高校聚在一起來決定哪些培訓課程可提供公司需要，讓后來公司簽約的員工參加。這一地區(qū)是加強高校增加時提供的課程的靈活性和提供高教學質量。</p><p>　　第三種方法是衛(wèi)星或直播互動電視，它通常提供研究生水平的課程。許多公司使用上述三種方法的組合。</p>

72、;<p>　　“他們意識到，學習在終端學習”</p><p>　　第一種方法中提到并不是一種現代的發(fā)展去屎，我們將不予討論。第二個和第三個方法有更多的最新應用。</p><p>　　以國立技術大學為例，它使用第二和第三種方法設計成本效益和提供校園培訓及衛(wèi)星電視。國家技術大學是一個非營利的私人教育機構。由24所全國性的大學參與，以及雇員的公司允許國立技術大學，強調高品質教學。公

73、司支付一定的費用加入教育培訓，這使得員工能夠分享在校園內的知識。然后，學生支付的費用可能得到雇主報銷。國家技術大學的基本職能，除了在選定授予碩士學位的學科，提供研究討論會，經營現場電信服務，提供短期課程，研討會和講習班外，還引進新技術，在工業(yè)和大學之間建立衛(wèi)星網絡。課堂時間完成現場或在工作中，通過衛(wèi)星。這是未來的潮流，因為有越來越多人想參與到這類方案中。</p><p>　　美國陸軍利用第三種方法進行有效培訓。雖

74、然此方法已應用于工業(yè)和軍隊。陸軍訓練部發(fā)現一個簡單的方式來訓練，這就是在電視上演講。他們意識到，學習發(fā)生在接受者，所以，學生通過電視獲得參與培訓將是一個嚴峻挑戰(zhàn)。他們決定通過讓他們的講師重組“互動”的發(fā)言給他們與觀眾就好像是在同一個房間一樣的感覺，他們提出問題，要求學生之間的鍛煉團隊精神。培訓是發(fā)現更有趣的事情，學生們坐在自己的座位進取心增加，這有利于創(chuàng)造更有利的訓練方案。這種“互動”的方式是許多公司積極采用的因為他有比較好的效果。&l