關(guān)于外派員工外文翻譯

1、<p><b>　　畢業(yè)設(shè)計（論文）</b></p><p><b>　　譯文及原稿</b></p><p>　　譯文題目一 在中國的外派人員：改變包裝 </p><p>　　原稿題目一 Expatriates in Chi

2、na: Changing the Package </p><p>　　原稿出處一 Hayet Sellami. Expatriates in China: Changing the Package [J]. China International Business,2005(6）：20-21

3、 </p><p>　　譯文題目二 Cultural intelligence: individual interactions across cultures </p><p>　　原稿題目二 外派人員文化適應(yīng)維度：一個回顧

4、 </p><p>　　原稿出處二Mark Mendenhall, Gary Oddou. The dimensions of expatriate acculturation: a review [J].The Academy of Management Review, 1985(10):39-47 </p&

5、gt;<p>　　在中國的外派人員：改變包裝</p><p><b>　　外派人員需求</b></p><p>　　跨國公司總是依靠外派的高管來帶領(lǐng)他們的部門來組織商務(wù)擴張。外國企業(yè)從他們的公司總部來選擇外派員工是因為他們代表著公司總部和當(dāng)?shù)厥袌龅囊蛔鶚蛄骸！拔冶贿x中成為外派員工是因為我有在海外擴展業(yè)務(wù)的經(jīng)驗，而且我能快速地適應(yīng)多樣性，”雪拉?萊斯特?史

6、密斯，亞洲地區(qū)摩托羅拉正式的副總裁。翰威特分析了2004年的外派員工年薪指出工資很高，包裝很吸引人。一個國家層面的管理主管每年會有二十五萬美元到三十萬美元的工資，然而高層管理會有五十萬美元工資甚至更多?！肮べY也包括了獎金和補償，例如免費住房和安排孩子上學(xué)和工作，”斯特拉?侯說。</p><p>　　據(jù)翰威特說，中國的外派員工數(shù)量在增長而且也包括了西方的外國人在增加和亞洲的鄰國?！艾F(xiàn)在已經(jīng)難以定義到底什么是外派人員

7、，因為在中國外派人員有各種類型。我們沒有一種能概括所有的類型，”侯說。亞太區(qū)域的外派人員人口代表了百分之五十五點六中國的招聘渠道?！爸袊鴣喬珔^(qū)總部一直在持續(xù)的轉(zhuǎn)移。中國跨國公司數(shù)量在增長而且公司把他們的員工送到國外去確認他們的企業(yè)發(fā)展情況，”侯補充說。</p><p>　　中國人派回從海外學(xué)習(xí)過的外派人員來填補缺少資歷深的人的現(xiàn)象。在中國工作或?qū)W習(xí)能比在西方國家獲得更多的職業(yè)提升的機會，返回者也被中國快速的商業(yè)增

8、長和生活水平的提高所吸引。在2004年，外國人（從跨國公司的母公司）被他們的公司送到中國的數(shù)量下降到百分之四十一點七（從2003年的百分之五十二點九）。相反地，亞太區(qū)域（香港，臺灣和新加坡）的工人和中國返回者的數(shù)量在持續(xù)增長。“亞太區(qū)域的勞動力對中國文化更加敏感，他們能說中國話和英語而且被大多數(shù)員工看作是‘準(zhǔn)國際化的’，”王?拉瑞說?！跋啾人麄冊谀竾麄兊陌b是舒服的，最重要的是他們能發(fā)展或者保持自己的職位在他們的本土?！?lt;/p&

9、gt;<p><b>　　招聘，保留和安置</b></p><p>　　人力資源問題被中國的公司高度重視。招聘，保留和安置員工是他們最重要的問題。喬治?戴思旺，中國麥肯錫主管說最關(guān)鍵的是很多公司的高層人員沒有關(guān)鍵能力，他們能找到高質(zhì)量的落腳點，但特別的是組織中有經(jīng)驗的的中層和底層和職員有工作技能，他們有長期存在的系統(tǒng)性過程是十分重要的。強大的跨國公司需要雇傭外派員工來工作來操作

10、全球化績效水平，而且慢慢地建立一個有技術(shù)的落腳點結(jié)構(gòu)。 </p><p>　　但是大多數(shù)的公司意識到他們不能如愿地很快地安置他們外派員工到當(dāng)?shù)氐膯T工中。他們因此定制化他們的外派員工包裝和創(chuàng)造混合型的包裝來吸引有技術(shù)的員工回到他們的公司。“大部分的跨國公司留住他們的外派員工而且管理他們的進程根據(jù)更好的選擇，準(zhǔn)備，和當(dāng)?shù)乩^任者的知道，”翰威特說。代理指出有在中國有百分之三十六點九的公司目前有正式的定位計劃，有百分之六

11、十一點三的計劃或者正在過度在一到三年之內(nèi)。因為有很多的公司投資了來訓(xùn)練員工的領(lǐng)導(dǎo)力，管理能力和人才發(fā)展，當(dāng)?shù)氐募夹g(shù)基礎(chǔ)增長的很快，有超過百分之六十九點七的公司在中國有發(fā)展計劃為外派員工建立當(dāng)?shù)氐睦^任者。</p><p>　　Expatriates in China： Changing the Package</p><p>　　Expatriate Demand</p>&l

12、t;p>　　Multinationals have always relied heavily on expatriate executives to head their departments and organize business expansion. Foreign firms choose expatriates from their company headquarters because they represe

13、nt a bridge from corporate office to the local market. “I was chosen because I already have the experience in expanding businesses overseas and can quickly adapt to diversity,” says Sheila Lester-Smith, former vice-presi

14、dent of Motorola for the Asian Region. Analysis by Hewitt on expatria</p><p>　　According to Hewitt, the number of expatriates in China is rising and includes both Western foreigners and, increasingly, Asians

15、 from neighboring countries. “It is getting difficult to define what ‘expatriate’ actually means, since there are so many different kinds in China. We do not have a one-size-fits-all type,” says Hou. The Asia-Pacific reg

16、ion expatriate population represents fully 55.6 percent of China’s external recruitment channel. “There is a continuous transfer of Asia-Pacific head-qu</p><p>　　Chinese returning form study overseas are fil

17、ling up some of the shortages at the most senior levels. Confident in getting more rapid career advancement in China than in the western countries where they studies or worked, returnees are also attracted by China’s fas

18、t business growth and improvement of quality of life. In 2004, the number of foreigners (from multinationals home countries) sent by their companies to China fell to 41.7 percent (from 52.9 percent in 2003). Conversely,

19、the number of A</p><p>　　Recruiting, retaining and localizing</p><p>　　Human resource issues have become high priority concerns for companies in China. Recruitment, retention and localization of

20、 staff represent their top priorities. Georges Desvaux, director of China for McKinsey, says the key point is that the critical skills that are missing in many firms are not so much top management, where one can find hig

21、hly qualified locals, but more often highly specialized functional skills at middle and supervisory levels where experience in organization that have long-st</p><p>　　But most firms realize that they cannot

22、replace their expatriate staff for local employees as quickly as they have planned. They are therefore customizing their expatriate packages and creating hybrid packages to attract skilled employees into their companies.

23、 “Most multinationals keep their expatriates and manage the process based on better selection, preparation, and mentoring of local successors,” says Hewitt. The agency indicates that 36.9 percent of companies in China ha

24、ve current formal lo</p><p>　　外派人員文化適應(yīng)維度：一個回顧</p><p>　　在過去的二十年間，在跨國公司的人事管理者一直在苦惱一個頑固的，一再發(fā)生的問題：外派管理者外派失敗率是顯著的（貝克&伊凡瑟維奇，1971；亨利，1965；米莎&費布卡特，1979；唐，1981，澤瑞爾，1975）。</p><p>　　根據(jù)

25、管理業(yè)績，在海外經(jīng)營的生產(chǎn)能力，客戶關(guān)系和營業(yè)效率方面外派經(jīng)理適應(yīng)主文化的社會和商務(wù)環(huán)境的代價是昂貴的。從1965年至今，外派失敗率被估計是百分之二十五到百分之四十之間波動（亨利，1965；米莎&費布卡特，1979；唐，1981），伴隨著總公司每次外派失敗的平均成本在$55,000和$85,000范圍之間，這取決于國際匯率和具體的工作地點（米莎&費布卡特，1979）。米莎和費布卡特這樣記錄</p><

26、p>　　外派任務(wù)中出現(xiàn)的成本不能解決是令人驚愕的。假設(shè)每個家庭將會有適中的25%返還率和55,000美元，那么每100個外派家庭單位將會達到一百萬美元的總費用(1979, p.42)。</p><p>　　由于在海外經(jīng)理人的失敗還會有“無形”成本：在外派管理能力中丟失自尊和自信心和在同事之間缺少威望。</p><p>　　盡管對外派員工的有效選擇和培訓(xùn)政策和項目有著明確的需求，人事主

27、管一直始終如一地用死板的和過分簡單化的模式來選擇和訓(xùn)練外派經(jīng)理人（貝克&伊凡瑟維奇，1971；唐，1981，澤瑞爾，1975）。</p><p>　　外派選擇和培訓(xùn)存在的問題</p><p>　　人事主管在選擇外派人員有一個根深蒂固的習(xí)慣就是通過用“國內(nèi)的績效等同于海外的績效”等式。在這個公式之后的假設(shè)是：“管理一個公司是一種科學(xué)藝術(shù)。在紐約完成任務(wù)的執(zhí)行者當(dāng)然也能在香港充分地完成

28、任務(wù)”（貝克&伊凡瑟維奇，1971, p.40.). “專業(yè)技術(shù)”或者“有一個成功的業(yè)績記錄”是美國跨國公司主要的選擇標(biāo)準(zhǔn)（貝克&伊凡瑟維奇，1971；米勒，1972；唐，1981；維塞爾，1983）。</p><p>　　由于這樣的信仰，大部分的跨國公司派遣外派人員隨后是他的/她的家庭出國，然而沒有進行任何文化適應(yīng)培訓(xùn)（貝克&伊凡瑟維奇，1971；唐，1981；維塞爾，1983；澤瑞爾，

29、1975）。當(dāng)公司實施文化適應(yīng)培訓(xùn)時，培訓(xùn)經(jīng)常太綜合或者不恩能夠跟上有效的評估（唐，1981；澤瑞爾，1975）。人事主管有很多原因不采取外派前的培訓(xùn)：</p><p>　　1.感覺這種培訓(xùn)項目通常不起作用（貝克&伊凡瑟維奇，1971；斯內(nèi)普，1973；唐，1981；澤瑞爾，1975）。</p><p>　　2.對于部分過去的參與培訓(xùn)項目的外派訓(xùn)練者不滿意（柏思林，1979;

30、斯內(nèi)普，1973；澤瑞爾，1975）。</p><p>　　3.選擇外派人員和派遣之間的時間比較短，沒有足夠的時間來深入地進行外派人員培訓(xùn)（貝克&伊凡瑟維奇，1971；唐，1981）。</p><p>　　4.有這樣的一種觀點，因為外派任務(wù)是暫時的，培訓(xùn)費用不被批準(zhǔn)(唐，1981)。</p><p>　　當(dāng)然，許多人事管理者相信文化適應(yīng)的各個方面不能很好

31、地了解來設(shè)計健全的選擇制度和/或者培訓(xùn)項目（貝克&伊凡瑟維奇，1971）。在很大程度上他們保持這種觀點是正確的。管理研究者在系統(tǒng)地研究管理海外運營的心理的，社會的，和行為的方面遭遇了挫折（艾德勒，1983a，1983b；唐，1981）。</p><p>　　清楚地認識組成外派人員文化適應(yīng)過程的關(guān)鍵因素將會對人事主管有以下幫助在（1）甄選機制對外派人員文化適應(yīng)會是預(yù)測性的和（2）文化適應(yīng)培訓(xùn)項目將會聯(lián)系文化

32、適應(yīng)的相關(guān)因素和聯(lián)系相關(guān)的因素用必需的技巧培訓(xùn)外派人員。除了商業(yè)世界之外，知識—和有效的培訓(xùn)—基于外派人員文化適應(yīng)的關(guān)鍵因素將會有助于依賴于外派人員的軍方，駐外事務(wù)處，美國和平部隊，和大量的宗教組織管理他們的海外運營。</p><p>　　在外派人員選擇和培訓(xùn)方面，目前主要有兩個主要的問題: (1) 對于外派人員文化適應(yīng)相關(guān)的變量理解不充分，（2）挑選和培訓(xùn)的方法不適當(dāng)。</p><p>

33、　　這篇報告的主要目的是：（1）為了查明在跨文化調(diào)整過程中關(guān)鍵因素和方面回顧現(xiàn)存的文獻，和（2）討論這個研究的發(fā)現(xiàn)對跨國公司的外派人員的選擇和培訓(xùn)的影響。這個回顧不僅僅局限于管理和組織行為領(lǐng)域。這個研究包括人類學(xué)，社會心理學(xué)，跨文化心理學(xué)。和社會學(xué)領(lǐng)域；然而，只有實證研究用來直接研究外派人員文化適應(yīng)或有效性的獨立變量。</p><p>　　The dimensions of expatriate accultur

34、ation: a review </p><p>　　During the past two decades personnel administrators in multinational corporations (MNCs) have been plagued by a persistent, recurring problem: significant rates of the premature r

35、eturn of expatriate managers (Baker & Ivancevich, 1971; Henry, 1965; Misa &Fabricatore, 1979; Tung, 1981, Zeria, 1975).</p><p>　　The inability of expatriate managers to adjust to the host culture’s s

36、ocial and business environment is costly in terms of management performance, productivity in the overseas operation, client relations, and operations efficiency. It has been estimated that the expatriate failure rate fro

37、m 1965 to the present has fluctuated between 25 percent and 40 percent (Henry, 1965; Misa & Fabricatore, 1979; Tung, 1981), with the average cost per failure to the parent company ranging between $55,000 and $8</p

38、><p>　　The costs involved in expatriate assignments that don’t work out can be staggering. Assuming a moderate early return rate of 25% and $55,000 per family, the expense amounts to more than a million dollars

39、 for 100 expatriate family units (1979, p.42).</p><p>　　There are also “invisible” costs due to a manager’s failure overseas: the loss of self-esteem and self-confidence in the expatriate’s managerial abilit

40、y and the loss of prestige among one’s peers.</p><p>　　Despite the clear need for effective selection and training policies and programs for expatriates, personnel directors have consistently employed rigid

41、and simplistic methods in selecting and training expatriate managers (Baker & Ivancevich 1971; Tung, 1981; Zeira, 1975).</p><p>　　Problem in Expatriate Selection and Training </p><p>　　An in

42、grained practice of personnel directors when selection potential expatriates is the use of the “domestic equals overseas performance” equation. The assumption behind this formula is that: “Managing [a] company is a scien

43、tific art. The executive accomplishing the task in New York can surely perform as adequately in Hong Kong” (Baker & Ivancevich, 1971, p.40.). “Technical expertise” or “having a successful track record” is overwhelmin

44、gly the primary selection criterion of American MNCs (Baker</p><p>　　As the result of such beliefs, most MNCs send the expatriate and his/her family abroad soon thereafter, without any acculturation training

45、 whatsoever (Baker & Ivancevich, 1971; Tung, 1981; Vassel, 1983; Zeira, 1975). When companies do administer acculturation training, it often is too general or is not followed up with an evaluation of its effectivenes

46、s (Tung, 1981; Zeira, 1975). A variety of reasons are given by personnel directors for not investing in predeparture training:</p><p>　　1.A feeling that such training programs are generally ineffective (Bak

47、er & Ivancevich, 1971; Schnapper, 1973; Tung, 1981; Zeira, 1975).</p><p>　　2.Past dissatisfaction with the training program on the part of expatriate trainees (Brislin, 1979; Schnapper, 1973; Zeira, 197

48、5).</p><p>　　3.The time between selection and departure is short, and there is not enough time to expose the expatriate to in-depth acculturation training (Baker & Ivancevich, 1971; Tung, 1981). </p&

49、gt;<p>　　4.The view that because the expatriate’s assignment is temporary, it does not warrant training expenditures (Tung, 1981).</p><p>　　Also, many personal administrators believe that the dimensi

50、ons of acculturation are simply not known well enough to devise sound selection instruments and/or training programs (Baker & Ivancevich, 1971). To a large degree they are correct in holding this view. Management res

51、earchers have largely failed to study systematically the psychological, social, and behavioral concerns of managing overseas operations (Adler, 1983a, 1983b; Tung, 1981).</p><p>　　A clearer understanding of

52、the key factors that constitute the expatriate acculturation process would aid personnel directors in the design of (1) selection instruments that are predictive of expatriate acculturation and (2) acculturation training

53、 programs that would address the relevant factors of acculturation and train the expatriates in the necessary skills relevant to those factors. In addition to the business world, knowledge about—and effective training ba

54、sed on—the key factors of expatri</p><p>　　The field of expatriate selection and training, then, currently suffers from two basic problems: (1) an inadequate understanding of the relevant variables of expatr

55、iate acculturation and, therefore, (2) the use of inappropriate selection and training methods.</p><p>　　The purpose of this paper is to: (1) review the extant literature on expatriate acculturation in order

56、 to pinpoint the key factors or dimensions involved in the cross-cultural adjustment process, and (2) discuss the implications of this study’s findings for the selection and training of expatriate in MNCs. The review was