Anonymous
Anonymous asked in 社會與文化語言 · 1 decade ago

可以幫我翻譯一下這篇文章嗎?(不要用網路上翻譯的)謝謝

SUMMARY AND CONCLUSIONS

Almost one third of the 783 respondents to this survey indicated their constructor has a personnel department, with 82% of the departments having fewer than five employees. In a majority of cases, the personnel director reports to the constructor's president and/or CEO.

Constructors with personnel departments were more likely to be guided by a strategy and be engaged in both formal strategic planning and formal human-resources planning. In addition, constructors with personnel departments indicated they are more likely to have a written statement on human-resources philosophy and to use a greater variety of selection, training, performance appraisal, and promotion practices.

This study found that the personnel director has a slightly less-than-moderate involvement in formulating and implementing his or her constructor's strategy. Indeed, the study found that the constructors themselves are engaged in formalized strategic planning to only slightly more than a moderate extent.

The most frequently used selection, training, performance-evaluation, and promotion practices were summarized. There is no implication that the use or nonuse of the HR practices are indicative of effective or ineffective HR practice.

This study is, to our knowledge, the first broad study of HR practices in the U.S. construction industry. It provides descriptive information about selected characteristics and practices of the HR function among U.S. constructors. The writers believe the study can be useful to constructors in two ways. First, by providing data on characteristics of the HR function, the study can help constructors appreciate the potential contribution of HR professionals to their competitiveness. Second, by identifying commonly used HR practices in four areas, the study provides constructors with a reference point for assessing their own practice in these areas.

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  • Leo
    Lv 7
    1 decade ago
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    SUMMARY AND CONCLUSIONS總結和結論

    Almost one third of the 783 respondents to this survey indicated their constructor has a personnel department, with 82% of the departments having fewer than five employees. In a majority of cases, the personnel director reports to the constructor's president and/or CEO.

    783位回覆這份問卷調查者差不多有三分之一的人指出他們的建商設有人事部門,其中82%的人事部門只有不到五名雇員。在大多數案件,人事部門主管直接向建商負責人或是總裁報告。

    Constructors with personnel performance appraisal, and promotion practices.

    設置有人事部門的建商比較可能依規範作業而且會實施正規的戰略計劃以及正式人力資源計劃。另外,設置有人事部門的建商顯現他們比較可能會有關於人力資源理念的書面文件以及使用多元的選擇、訓練、成績評價以及人員升遷的作業。

    This study found that the personnel only slightly more than a moderate extent.

    這項研究發現人事主管只有一點點適度參與擬定和實施他們建商老闆的策略。 的確,研究發現建商他們自己實際上比適度參與還要高一點點的程度參與策略計劃的定案。

    The most frequently used selection, of effective or ineffective HR practice.

    我們總結了最常被使用來選擇、訓練、表現評估以及升遷的作業。目前沒有資料顯示使用或沒有使用人力資源作業是有效或沒有效果的人力資源作業。

    This study is, to our knowledge, heir own practice in these areas.

    這項研究,据我們所知,是美國建築業第一項對人力資源作業廣泛的研究。 它提供美國建商間有關特定的特性以及人力資源功能角色的描述資料。作家們相信這份研究對建商有二項好處。首先,通過對人力資源作業的特徵提供的數據,這份研究可以幫助建商瞭解以及接受人力資源專家對他們競爭能力所可能提供的貢獻。其次,通過辨認常用的人力資源作業四個領域,這份研究提供建商在這些領域中實踐他們自己作業的參考點。

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