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1、精品文档，仅供学习与交流，如有侵权请联系网站删除洛阳理工学院毕业设计（论文）外文翻译资料系 部： 经济与工商管理系 专 业： 工商管理 学生姓名： 郑雷震 班级学号： B09090634 指导教师姓名： 邓 辉 指导教师职称： 副教授 Human Resource ManagementJapanese business management personnel of the supervision and restraint mainly from two aspects: first, the holding company from the cross-shareholdings, if
2、a poor performance or business operators can not afford, the major shareholder of the business operators will be for criticism, and urge them to improve their work, until the removal of the operator; Another important oversight from the main bank. Main bank monitoring the way of business management
3、under specific circumstances: in the good performance of the company, the enterprise is operating normally, the main banks do not intervene, but when the poor performance of the company to display and control power. Main bank can be major shareholders, the Board replace the managers. Cross-sharehold
4、ings in the company and the main bank holding system, the holding sole purpose is to make shareholders stabilization, mutual support and control, rather than to get a higher dividend and bonus. Therefore, the stock is not easily shot, turnover rate is low, the stock market and therefore have little
5、effect on managers. Mergers on the stock market, Japan is also rare, making the market mechanism of the business management of the effectiveness of the external constraint is not.In Japan, due to external market is relatively underdeveloped in terms of British and American, plus the influence by Con
6、fucian culture, corporate family characteristics significantly, and management talent is also a longer period of employment, the general practice of lifelong employment system, the relative mobility between enterprises much less. Enterprise managers are mainly promoted from within the enterprise (in
7、 addition to the lowest level of job outside), so good management is more willing to risk is low, more opportunities for advancement in the pursuit of individual M-enterprise development, enterprises in Japan, M often gathered many of the more outstanding middle-level management personnel. In the pr
8、omotion and remuneration, the implementation of power series in wages, promotion system, with employees working years of age and growth of enterprises to increase wages and improve employee job level. For this system there is no increase in wages and promotion by giving employees the ability or stre
9、ngth difference, so for those who like the same age and length of service of employees, wages there would be no difference. Japanese companies attach great importance to the development of enterprise training management personnel, many companies have their own training centers and training are. Howe
10、ver, different from Japanese companies and the United States, more emphasis on generalist training.In Germany, the dual track development of human resources training model (that is, young people in schools and businesses at the same time education and training), Germany on human resources developmen
11、t, a major feature. German training system and mode of this study with the same highlights and a combination of theory and practice characteristics, the more successful resolution of the training system and employment system interface. In addition, German companies attach great importance to the ser
12、vice personnel (including managers at all levels) for continuing education and retraining. Germanys business community and flexible training methods for employees, diversity, efficiency, the kind of training on the use of which benefit. Content from the training point of view, a new adaptive trainin
13、g of workers, have jobs diverted to training, job training, promotion, professional training and corporate training managers at all levels. The training of professionals so that they are often taken to study problems with organizing seminars, exchanges, organizing short courses, the purpose, directi
14、on, practical, very strong. Training for enterprise management approach often taken at different levels. Senior management of enterprises rely mainly on the self, organize them into a condition of good environmental sites, conduct discussions and exchange; of middle managers, most of the way to full
15、-time training, to the training center to learn; on line managers, often type of education and training to promotion mode, with the incentive mechanism is also easy to find talent from which companies, because this layer of workers who directly organize production and business activities, the status
16、 of important and irreplaceable role. Ownership structure is the formation of the determinants of different management modelsDifferent ownership structure is the formation of the company management talent management company the deciding factor. Differences in the ownership structure of the company, thus the format
