員工培訓(xùn)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(shè)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(xùn)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(yīng)科技的迅速變化，員工必須掌握日益復(fù)雜的技術(shù)和技能。五個比較重要和核心的培訓(xùn)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(nèi)競爭；（2）技術(shù)變革；（3）兼并，收購和資產(chǎn)剝離造成公司的結(jié)構(gòu)

55、和職能調(diào)整；（4）獲得更好教育的勞動力；（5）新職業(yè)的出現(xiàn)（如計算機等）</p><p>　　新的訓(xùn)練思路對應(yīng)新的培訓(xùn)趨勢的發(fā)展，因為它能使有關(guān)員工工作中的培訓(xùn)更切合實際，實事求是。培訓(xùn)必須讓員工獲得更廣泛的知識，使他們有效地利用新技術(shù)，融入它的工作場所，同時使企業(yè)降低成本，獲得更好的質(zhì)量，更快的獲得投資回報，提高生產(chǎn)率和一次員工適應(yīng)變化和取得長期發(fā)展的培訓(xùn)。在過去，培訓(xùn)非常死板，這與最近更現(xiàn)代的培訓(xùn)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(shù)發(fā)展的想法出版了兩本書，討論了許多公司和現(xiàn)代員工培訓(xùn)的問題，這四個領(lǐng)域討論包括：</p><p>　　（1）結(jié)合企業(yè)目標(biāo)調(diào)整的培訓(xùn)策略；（2）持續(xù)學(xué)習(xí)；（3）制造商用戶；（4）設(shè)計和提供培訓(xùn)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(xùn)練方法的

57、一些想法。</p><p>　　根據(jù)企業(yè)目標(biāo)調(diào)整培訓(xùn)策略</p><p>　　第一種類型的培訓(xùn)在上述書中已經(jīng)提到過，討論協(xié)調(diào)培訓(xùn)戰(zhàn)略與公司的目標(biāo)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(yīng)地應(yīng)用到公司的培訓(xùn)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(xùn)和企業(yè)目標(biāo)培訓(xùn)：對管理人員進

58、行培訓(xùn)，內(nèi)部招聘，降低人力資源消耗。應(yīng)聘者一經(jīng)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(xùn)。因為團隊精神是美國高科企業(yè)文化的組成部分?；九嘤?xùn)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(xùn)。沒有教練領(lǐng)導(dǎo)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(wù)。</p><p>　　集團員工培訓(xùn)應(yīng)使員工熟悉工作場所，經(jīng)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(xiàn)公司培訓(xùn)的目標(biāo)。計算機培訓(xùn)在這個過程中沒有提及，但往往是一個更現(xiàn)代的方式來訓(xùn)練計算機的如此普遍使用。美國高科發(fā)現(xiàn)，這種方法是讓人們在工作和學(xué)習(xí)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(xùn)方式實現(xiàn)培訓(xùn)計劃與企業(yè)目標(biāo)相一致。在康寧玻璃公司訓(xùn)練是很重要的，他們認(rèn)為培訓(xùn)效果的好壞將直接關(guān)系到企業(yè)成功，并希望把它作為在競爭中領(lǐng)先一步的訓(xùn)練?？祵幉ＡЧ驹谕獠款檰柟镜?/p>

60、幫助下，把對質(zhì)量的要求放在一本教科書。培訓(xùn)部門努力工作，幫助所有28,000名員工在產(chǎn)品和人的素質(zhì)方面進行培訓(xùn)，而中層管理人員是培訓(xùn)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(xùn)中，康寧玻璃公司發(fā)現(xiàn)了許多問題，這需要予以進一步開發(fā)公司的培訓(xùn)課程，包括人際關(guān)系，解決問題等方面。雖然書的使用絕不是一個現(xiàn)代化的培訓(xùn)方法，但是培訓(xùn)目的是公司將培訓(xùn)內(nèi)容書面化并將其作為自己培訓(xùn)的內(nèi)容，有新需求出現(xiàn)時可以隨時修改。而現(xiàn)在大多數(shù)公司依然僅

61、僅依靠外面的培訓(xùn)課程。</p><p><b>　　持續(xù)學(xué)習(xí)</b></p><p>　　最近的趨勢表明，培訓(xùn)已經(jīng)開始由 “具體工作技能培訓(xùn)”到“終生學(xué)習(xí)”，特別是重點和專業(yè)領(lǐng)域內(nèi)的公司。在不斷的學(xué)習(xí)，鼓勵員工學(xué)習(xí)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(xué)習(xí)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(rèn)識到，學(xué)習(xí)和不斷的培訓(xùn)是他們工作的一部分。</p><p>　　相互訓(xùn)練，或者叫“培訓(xùn)培訓(xùn)者”，是另一種不斷學(xué)習(xí)的重要方法。它允許員工開發(fā)新的應(yīng)用和技術(shù)，并分享他們的同齡人或主管的經(jīng)驗。</p><p>　　S.B.托馬斯公司認(rèn)為在持續(xù)的學(xué)習(xí)計劃中有兩種類型的培訓(xùn)：社會科學(xué)及技術(shù)工作的培訓(xùn)。在社會科學(xué)培訓(xùn)雇員有一個如溝通，輔

63、導(dǎo)員，安全人員二次就業(yè)。這些人員的工作經(jīng)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(chǎn)率的自豪感。盡管這不是一個真正意義上的實際培訓(xùn)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(guān)系的培訓(xùn)方法。</p><p>　　技術(shù)工作培訓(xùn)的重點是學(xué)習(xí)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(xué)習(xí)的推動者把新員工培訓(xùn)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(wù)已經(jīng)在有經(jīng)驗的工人的指導(dǎo)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(xùn)練以外（如大學(xué)課程），他還致力于內(nèi)部培訓(xùn)和提高全體員工的積極性這些都已經(jīng)被證明是有效的。</p><p>　　工廠還利用現(xiàn)代培訓(xùn)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(xiàn)在使用靈活的自動化設(shè)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(chǎn)品的要求。單一用途的裝配生產(chǎn)線是過去的事情，因為能夠做到以上的工作提高了生產(chǎn)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(xùn)練與集中決策，而在“未來工廠”則是重點交叉培訓(xùn)和分散決策。</p><p>　　學(xué)習(xí)在通信保障任務(wù)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(xùn)，讓員工參與，并獲得高級管理層的支持。培訓(xùn)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(xùn)發(fā)揮了通信保障任務(wù)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(xiàn)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(xué)習(xí)的形式，為員工學(xué)習(xí)不僅

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

68、的運行時間，提高了創(chuàng)造性的應(yīng)用，制造商和客戶滿意度和機器的改進設(shè)計。這也是一個相對廉價的方式來訓(xùn)練，因為供應(yīng)商沒有必要實施培訓(xùn)方案或聘請外部顧問。制造商為用戶培訓(xùn)要求從購買協(xié)議上進入到一個供應(yīng)商培訓(xùn)的承諾，以及更多的合作和培訓(xùn)供應(yīng)商和用戶，更富有成效的培訓(xùn)。據(jù)分析，這種類型的訓(xùn)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(yīng)商

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

70、t;　?。?）完成訓(xùn)練前的設(shè)備投產(chǎn)；</p><p>　?。?）供應(yīng)商應(yīng)提供一個專門從事全日制培訓(xùn)的代表。</p><p>　　固特異的訓(xùn)練是有限的，教學(xué)只是提供一些如何使用設(shè)備的基本知識，供應(yīng)商提供的使用培訓(xùn)的風(fēng)格前面已經(jīng)提到過。</p><p>　　設(shè)計和提供培訓(xùn)成本效益</p><p>　　有三種方法來設(shè)計和提供培訓(xùn)。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(xùn)結(jié)果。</p><p>　　第二種方法是簡歷和高等院校的伙伴關(guān)系。公司與高校聚在一起來決定哪些培訓(xùn)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(xué)質(zhì)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(xué)習(xí)在終端學(xué)習(xí)”</p><p>　　第一種方法中提到并不是一種現(xiàn)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(yīng)用。</p><p>　　以國立技術(shù)大學(xué)為例，它使用第二和第三種方法設(shè)計成本效益和提供校園培訓(xùn)及衛(wèi)星電視。國家技術(shù)大學(xué)是一個非營利的私人教育機構(gòu)。由24所全國性的大學(xué)參與，以及雇員的公司允許國立技術(shù)大學(xué)，強調(diào)高品質(zhì)教學(xué)。公

73、司支付一定的費用加入教育培訓(xùn)，這使得員工能夠分享在校園內(nèi)的知識。然后，學(xué)生支付的費用可能得到雇主報銷。國家技術(shù)大學(xué)的基本職能，除了在選定授予碩士學(xué)位的學(xué)科，提供研究討論會，經(jīng)營現(xiàn)場電信服務(wù)，提供短期課程，研討會和講習(xí)班外，還引進新技術(shù)，在工業(yè)和大學(xué)之間建立衛(wèi)星網(wǎng)絡(luò)。課堂時間完成現(xiàn)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?yún)⑴c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(xùn)。雖

74、然此方法已應(yīng)用于工業(yè)和軍隊。陸軍訓(xùn)練部發(fā)現(xiàn)一個簡單的方式來訓(xùn)練，這就是在電視上演講。他們意識到，學(xué)習(xí)發(fā)生在接受者，所以，學(xué)生通過電視獲得參與培訓(xùn)將是一個嚴(yán)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(xué)生之間的鍛煉團隊精神。培訓(xùn)是發(fā)現(xiàn)更有趣的事情，學(xué)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(xùn)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