员工流失管理外文翻译.docVIP

外文翻译 原文 Managing staff-turnover Material Source:International Journal?of Management ．Dec．2009， Vol26 Issue?3，p250-255；Author:Clark, R The service organization which possesses 5000 employees, recently faced with problems of poor matching of new staffs to their jobs and so as to rising level of employee turnover. As the HR executive of this corporation, how to cope with these potential problems? And how to deal with the time frame that achieving the objective in the unfavorable business environment? The writer states these issues from the aspects of company recruitment, selection and staff turnover functions respectively. First one thing, the poor matching result of the new employees may come from the unfavorable recruitment of new staffs. Therefore, what factors probably influenced recruiting quality? How to deal with them? The writer explained these issues from the following points. First, Barber ( cited in De Cieri Kramar 2008) defined recruitments as any practice or activity which implemented by the corporation with the predominant aim of identifying and absorbing potential employees. Also, Tyson (2006) argued it as the most significant of human resource functions. Further, recruitment activities are designed to affect: the quantity and the type of people who apply for vacancies; and the possibility that those applying will accept positions the company offered (Breaugh, cited in De Cieri Kramar 2008). The goal of a recruitment program is to guarantee that the corporation has enough qualified candidates to choose when a vacancy occurs (De Cieri and Kramar 2008). Moreover, corporate recruiting policies should be the substantial factor that likely to influence recruiting quality. There are four human resource policies stated by De Cieri and Kramar (2008) and they are (a) internal vs. external recruiting; (b) Higher pay strategies; (c) image advertisement; and (d) other new recruiting strategies. And for the service company, the problem is the poor matching of job