企业网站管理中英文翻译资料

范文一：企业网站管理中英文翻译资料

Understanding object/relational persistence

The approach to managing persistent data has been a key design decision in every

software project we’ve worked on. Given that persistent data isn’t a new or unusual

requirement for Java applications, you’d expect to be able to make a simple choice

among similar, well-established persistence solutions. Think of web application

frameworks (Jakarta Struts versus WebWork), GUI component frameworks (Swing

versus SWT), or template engines (JSP versus Velocity). Each of the competing

solutions has advantages and disadvantages, but they at least share the same scope and

overall approach. Unfortunately, this isn’t yet the case with persistence

technologies,where we see some wildly differing solutions to the same problem.

For several years, persistence has been a hot topic of debate in the Java

community.Many developers don’t even agree on the scope of the problem. Is

“persistence” a problem that is already solved by relational technology and extensions

such as stored procedures, or is it a more pervasive problem that must be addressed by

special Java component models such as EJB entity beans? Should we hand-code even

the most primitive CRUD (create, read, update, delete) operations in SQL and JDBC,

or should this work be automated? How do we achieve portability if every database

management system has its own SQL dialect? Should we abandon SQL completely

and adopt a new database technology, such as object database systems? Debate

continues, but recently a solution called object/relational mapping (ORM) has met

with increasing acceptance.

Hibernate is an open source ORM implementation.Hibernate is an ambitious

project that aims to be a complete solution to the problem of managing persistent data

in Java. It mediates the application’s interaction with a relational database, leaving the developer free to concentrate on the business problem at hand. Hibernate is an

non-intrusive solution. By this we mean you aren’t required to follow many

Hibernate-specific rules and design patterns when writing your business logic and

persistent classes; thus, Hibernate integrates smoothly with most new and existing

applications and doesn’t require disruptive changes to the rest of the application.

This article is about Hibernate. We’ll cover basic and advanced features and

describe some recommended ways to develop new applications using Hibernate.Often,

these recommendations won’t be specific to Hibernate—sometimes they will be our

ideas about the best ways to do things when working with persistent data, explained in the context of Hibernate. Before we can get started with Hibernate,however, you need

to understand the core problems of object persistence and object/relational mapping.

This chapter explains why tools like Hibernate are needed.

First, we define persistent data management in the context of object-oriented

applications and discuss the relationship of SQL, JDBC, and Java, the underlying

technologies and standards that Hibernate is built on. We then discuss the socalled

object/relational paradigm mismatch and the generic problems we encounter in

object-oriented software development with relational databases. As this list of

problems grows, it becomes apparent that we need tools and patterns to minimize the

time we have to spend on the persistence-related code of our applications. After we

look at alternative tools and persistence mechanisms, you’ll see that ORM is the best

available solution for many scenarios. Our discussion of the advantages and

drawbacks of ORM gives you the full background to make the best decision when

picking a persistence solution for your own project.

What is persistence?

Almost all applications require persistent data. Persistence is one of the

fundamental concepts in application development. If an information system didn’t

preserve data entered by users when the host machine was powered off, the system

would be of little practical use. When we talk about persistence in Java, we’re

normally talking about storing data in a relational database using SQL. We start by

taking a brief look at the technology and how we use it with Java. Armed with that

information, we then continue our discussion of persistence and how it’s implemented

in object-oriented applications.

Relational databases

You, like most other developers, have probably worked with a relational

database.In fact, most of us use a relational database every day. Relational technology

is a known quantity. This alone is sufficient reason for many organizations to choose

it. But to say only this is to pay less respect than is due. Relational databases are so

entrenched not by accident but because they’re an incredibly flexible and robust

approach to data management.

A relational database management system isn’t specific to Java, and a relational

database isn’t specific to a particular application. Relational technology provides a way of sharing data among different applications or among different technologies that

form part of the same application (the transactional engine and the reporting engine,

for example). Relational technology is a common denominator of many disparate

systems and technology platforms. Hence, the relational data model is often the

common enterprise-wide representation of business entities. Relational database

management systems have SQL-based application programming interfaces; hence we

call today’s relational database products SQL database management systems or, when

we’re talking about particular systems, SQL databases.

Understanding SQL

To use Hibernate effectively, a solid understanding of the relational model and

SQL is a prerequisite. You’ll need to use your knowledge of SQL to tune the

performance of your Hibernate application. Hibernate will automate many repetitive

coding tasks, but your knowledge of persistence technology must extend beyond

Hibernate itself if you want take advantage of the full power of modern SQL

databases.Remember that the underlying goal is robust, efficient management of

persistent data.Let’s review some of the SQL terms used in this book. You use SQL

as a data definition language (DDL) to create a database schema with CREATE and ALTER statements. After creating tables (and indexes, sequences, and so on), you use

SQL as a data manipulation language (DML). With DML, you execute SQL operations that manipulate and retrieve data. The manipulation operations include

insertion, update, and deletion. You retrieve data by executing queries with restriction,

projection, and join operations (including the Cartesian product). For efficient

reporting, you use SQL to group, order, and aggregate data in arbitrary ways. You

can even nest SQL statements inside each other; this technique is called subselecting.

You have probably used SQL for many years and are familiar with the basic

operations and statements written in this language. Still, we know from our own

experience that SQL is sometimes hard to remember and that some terms vary in

usage. To understand this book, we have to use the same terms and concepts; so, we

advise you to read appendix A if any of the terms we’ve mentioned are new or

unclear.SQL knowledge is mandatory for sound Java database application

development.If you need more material, get a copy of the excellent book SQL Tuning

by Dan Tow

Also read An Introduction to Database Systems [Date 2004] for the theory, concepts, and ideals of (relational) database systems. Although the relational database

is one part of ORM, the other part, of course, consists of the objects in your Java

application that need to be persisted to the database using SQL.

Using SQL in Java

When you work with an SQL database in a Java application, the Java code issues

SQL statements to the database via the Java DataBase Connectivity (JDBC) API. The

SQL itself might have been written by hand and embedded in the Java code, or it

might have been generated on the fly by Java code. You use the JDBC API to bind

arguments to query parameters, initiate execution of the query, scroll through the

query result table, retrieve values from the result set, and so on. These are lowlevel

data access tasks; as application developers, we’re more interested in the business problem that requires this data access. It isn’t clear that we should be concerning

ourselves with such tedious, mechanical details.What we’d really like to be able to do

is write code that saves and retrieves complex objects—the instances of our

classes—to and from the database, relieving us of this low-level drudgery.Since the

data access tasks are often so tedious, we have to ask: Are the relational data model

and (especially) SQL the right choices for persistence in objectoriented applications?

We answer this question immediately: Yes! There are many reasons why SQL

databases dominate the computing industry. Relational database management systems

are the only proven data management technology and are almost always a

requirement in any Java project.However, for the last 15 years, developers have

spoken of a paradigm mismatch.This mismatch explains why so much effort is expended on persistence-related concerns in every enterprise project. The paradigms

referred to are object modeling and relational modeling, or perhaps object-oriented

programming and SQL. Let’s begin our exploration of the mismatch problem by

asking what persistence means in the context of object-oriented application

development. First we’ll widen the simplistic definition of persistence stated at the

beginning of this section to a broader, more mature understanding of what is involved

in maintaining and using persistent data.

Persistence in object-oriented applications

In an object-oriented application, persistence allows an object to outlive the process

that created it. The state of the object may be stored to disk and an object with the

same state re-created at some point in the future.This application isn’t limited to

single objects—entire graphs of interconnected objects may be made persistent and

later re-created in a new process. Most objects aren’t persistent; a transient object has

a limited lifetime that is bounded by the life of the process that instantiated it. Almost

all Java applications contain a mix of persistent and transient objects; hence we need a

subsystem that manages our persistent data.Modern relational databases provide a

structured representation of persistent data, enabling sorting, searching, and

aggregation of data. Database management systems are responsible for managing

concurrency and data integrity; they’re responsible for sharing data between multiple users and multiple applications. A

database management system also provides data-level security. When we discuss

persistence in this book, we’re thinking of all these things:

? Storage, organization, and retrieval of structured data

? Concurrency and data integrity

? Data sharing

In particular, we’re thinking of these problems in the context of an object-oriented

application that uses a domain model.An application with a domain model doesn’t work directly with the tabular representation of the business entities; the application

has its own, object-oriented model of the business entities. If the database has ITEM

and BID tables, the Java application defines Item and Bid classes.Then, instead of

directly working with the rows and columns of an SQL result set, the business logic

interacts with this object-oriented domain model and its runtime realization as a graph

of interconnected objects. The business logic is never executed in the database (as an

SQL stored procedure), it’s implemented in Java. This allows business logic to make

use of sophisticated object-oriented concepts such as inheritance and polymorphism.

For example, we could use wellknown design patterns such as Strategy, Mediator,

and Composite [GOF 1995], all of which depend on polymorphic method calls.

Now a caveat: Not all Java applications are designed this way, nor should they be.

JDBC RowSet (Sun JCP, JSR 114) makes CRUD operations even easier. Working

with a tabular , the domain model helps to improve code reuse and maintainability

significantly. We focus on applications with a domain model in this book, since

Hibernate and ORM in general are most relevant to this kind of application. If we

consider SQL and relational databases again, we finally observe the mismatch

between the two paradigms. SQL operations such as projection and join always result

in a tabular representation of the resulting data. This is quite different than the graph

of interconnected objects used to execute the business logic in a Java application!

These are fundamentally different models, not just different ways of visualizing the

same model. With this realization, we can begin to see the problems—some well

understood and some less well understood—that must be solved by an application that combines both data representations: an object-oriented domain model and a persistent

relational model. Let’s take a closer look.

我们工作的每个软件项目工程中，管理持续性数据的方法已经成为一项关键

的设计决定。对于Java应用，持续性数据并不是一个新的或不寻常的需求，你也

许曾经期望能够在许多相似的，已被很好构建的持续性解决方案中简单地进行选

择。考虑一下Web应用框架(Jakarta Struts 对 WebWork)，GUI组件框架（Swing 对 SWT），或模版工具（JSP 对 Velocity）。每一种相互竞争的解决方案都有

其优缺点，但它们至少都共享了相同的范围与总体的方法。不幸的是，这还不是

持续性技术的情形，对持续性技术相同的问题有许多不同的混乱的解决方案。

在过去的几年里，持续性已经成为Java社区里一个争论的热点话题。对这个

问题的范围许多开发者的意见甚至还不一致。持续性还是一个问题吗？它早已被

关系技术与其扩展例如存储过程解决了。或者它是一个更一般的问题，必须使用

特殊的Java组件模型例如EJB实体Bean来处理？甚至SQL和JDBC中最基本的CRUD（create, read, update, delete）操作也需要进行手工编码，还是让这些工作

自动化？如果每一种数据库管理系统都有它自己的方言，我们如何达到可移植

性？我们应该完全放弃SQL并采用一种新的数据库技术，例如面向对象数据库系

统吗？争论仍在继续，但是最近一种称作对象-关系映射（ORM）的解决方案逐渐地被接受。Hibernate就是这样一种开源的ORM实现。

Hibernate是一个雄心勃勃的项目，它的目标是成为Java中管理持续性数据问题的一种完整的解决方案。它协调应用与关系数据库的交互，让开发者解放出

来专注于手中的业务问题。Hibernate是一种非强迫性的解决方案。我们的意思

是指在写业务逻辑与持续性类时，你不会被要求遵循许多Hibernate特定的规则和设计模式。这样，Hibernate就可以与大多数新的和现有的应用平稳地集成，

而不需要对应用的其余部分作破坏性的改动。

本篇文章是关于Hibernate的。我们包含了基本与高级的特征，并且描述了

许多使用Hibernate开发新应用时的推荐方式。通常这些推荐并不特定于

Hibernate——有时它们可能是我们关于使用持续性数据工作时处理事情的最佳

方式的一些想法，只不过在Hibernate的环境中进行了介绍。然而，在我们可以

开始使用Hibernate之前，你需要理解对象持续性和对象-关系映射的核心问题。本章解释了为什么像Hibernate这样的工具是必需的。

首先，我们定义了在面向对象的应用环境中持续性数据的管理，并且讨论了

SQL，JDBC和Java的关系，Hibernate就是在这些基础的技术与标准之上构建的。

然后我们讨论了所谓的对象-关系范例不匹配的问题和使用关系数据库进行面向

对象的软件开发中所遇到的一些一般性的问题。随着这个问题列表的增长，我们

需要一些工具与模式来最小化我们用在与持续性有关的代码上的时间就变得很

明显了。在我们查看了可选的工具和持续性机制后，你会发现ORM在许多情况下可能是最好的解决方案。我们关于ORM的优缺点的讨论给了你一个完整的背景，

在你为自己的项目选择持续性解决方案时可以作出最好的决定。什么是持续性？

几乎所有的应用都需要持续性数据。持续性在应用开发中是一个基本的概

念。如果当主机停电时一个信息系统没有保存用户输入的数据，这样的系统几乎

没有实际的用途。当我们讨论Java中的持续性时，我们通常是指使用SQL存储在关系数据库中的数据。我们从简单地查看一下这项技术和我们如何在Java中使用它开始。具有了这些知识之后，我们继续关于持续性的讨论以及如何在面向对象

的应用中实现它。

关系数据库

你，像许多其他的开发者，很可能在使用一个关系数据库进行工作。实际上，

我们中的大多数每天都在使用关系数据库。关系技术是一个已知数。仅此一点就

是许多组织选择它的一个充分的理由。但仅仅这样说就有点欠考虑了。关系数据

库如此不易改变不是因为偶然的原因而是因为它们那令人难以置信的灵活与健

壮的数据管理方法。

关系数据库管理系统既不特定于Java，也不特定于特殊的应用。关系技术提

供了一种在不同的应用或者相同应用的不同技术（例如事务工具与报表工具）之

间共享数据的方式。关系技术是多种不同的系统与技术平台之间的一个共同特

征。因此，关系数据模型通常是业务实体共同的企业级表示。关系数据库管理系

统具有基于SQL的应用编程接口，因此我们称今天的关系数据库产品为SQL数据库管理系统，或者当我们讨论特定系统时，称之为SQL数据库。

SQL

为了有效地使用Hibernate，对关系模型和SQL扎实的理解是前提条件。你需

要用你的SQL知识来调节你的Hibernate应用的性能。Hibernate会自动化许多重复的编码任务，如果你想利用现代SQL数据库的全部能力,你的持续性技术的知识必须扩充至超过Hibernate本身。记住基本目标是健壮地有效地管理持续性数据。

让我们回顾一些本书中用到的SQL术语。你使用SQL作为数据定义语言（DDL）通过CREATE与ALTER命令来创建数据库模式。创建了表（索引，序列等等）之后，

你又将SQL作为数据处理语言（DML）来使用。使用DML，你执行SQL操作来处理与

取出数据。处理操作包括插入，更新和删除。你使用约束，投射，和连接操作（包

括笛卡尔积）执行查询来取出数据。为了有效地生成报表，你以任意的方式使用

SQL来分组，排序和合计数据。你甚至可以相互嵌套SQL命令，这项技术被称作子

查询。你也许已经使用了多年的SQL并且非常熟悉用它编写的基本操作和命令。

尽管如此，我们的经验还是告诉我们SQL有时难于记忆并且有些术语有不同的用

法。为了理解本书，我们不得不使用相同的术语与概念；因此，如果我们提到的

任何术语是新出

现的或者是不清楚的。为了进行健全的Java数据库应用开发，SQL知识是强制的。如果你需要更多的资料，找一本Dan Tow的优秀著作《SQL Tuning》。同时读一下《An Introduction to Database Systems》，学习一些（关系）数据

库系统的理论，概念和思想。关系数据库是ORM的一部分，当然另一部分由你的

Java应用中的对象构成，它们需要使用SQL被持续化到数据库中。在Java中使用SQL

当你在Java应用中使用SQL工作时，Java代码通过Java数据库连接（JDBC）执行SQL命令来操作数据库。SQL可能被手工编码并嵌入到Java代码中，或者可能被匆忙地通过Java代码生成。你使用JDBC API将变量绑定到查询参数上，开始执

行查询，在查询结果表上滚动，从结果集中取出值，等等。这些都是底层的数据

访问任务，作为应用开发者，我们对需要这些数据访问的业务问题更加感兴趣。

需要我们自己来关心这些单调的机械的细节，好像并不是确定无疑的。

我们真正想做的是能够编写保存和取出复杂对象（我们的类实例）的代码—

从数据库中取出或者保存到数据库中，尽量为我们减少这些底层的苦差事。因为

这些数据访问任务通常都是非常单调的，我们不禁要问：关系数据模型特别是SQL是面向对象的应用中持续性问题的正确选择吗？我们可以立即回答这个问题：是

的！有许多原因使SQL数据库支配了计算行业。关系数据库管理系统是唯一被证

明了的数据管理技术并且几乎在任何Java项目中都是一项需求。

然而，在过去的15年里，开发者一直在讨论范例不匹配的问题。这种不匹配

解释了为什么每个企业项目都需要在持续性相关的问题上付出如此巨大的努力。

这里所说的范例是指对象模型和关系模型，或者可能是面向对象编程与SQL。让我们通过询问在面向对象的应用开发环境中，持续性究竟意味着什么，来开始我

们对不匹配问题的探究。首先，我们将本章开始部分声明的对持续性过分简单的

定义扩展到一个较宽的范围，更成熟的理解包括维护与使用持续性数据。

面向对象应用中的持续性

在面向对象的应用中，持续性允许一个对象的寿命可以超过创建它的程序。

这个对象的状态可能被存储到磁盘上，并且在将来的某一时刻相同状态的对象可

以被重新创建。这样的应用不仅仅限于简单的对象——关联对象的完整图形也可

以被持续化并且以后可以在新的进程里被重新创建。大多数对象并不是持续性

的；暂态对象只有有限的寿命，被实例化它的进程的寿命所限定。几乎所有的Java应用都在混合使用持续与暂态对象；因此，我们需要一个子系统来管理我们的持

续性数据。现代的关系数据库为持续性数据提供了一种结构化的表示方法，允许

排序，检索和合计数据。数据库管理系统负责管理并发性和数据的完整性；它们

负责在多个用户和多个应用之间共享数据。数据库管理系统也提供了数据级别的

安全性。当我们在本书中讨论持续性时，我们考虑以下这些事情：

? 存储，组织与恢复结构化数据

? 并发性与数据完整性

? 数据共享

特别地，我们将在使用域模型的面向对象的应用环境中考虑这些问题。使用

域模型的应用并不直接使用业务实体的扁平表示进行工作，这些应用有它们自己

的面向对象的业务实体模型。如果数据库中有“项目”与“竞价”表，则在这些

Java应用中会定义“项目”与“竞价”类。

然后，业务逻辑并不直接在SQL结果集的行与列上进行工作，而是与面向对

象的域模型进行交互，域模型在运行时表现为一个关联对象的交互图。业务逻辑

从不在数据库中（作为SQL存储过程）执行，而是被实现在Java程序中。这就允许业务逻辑使用成熟的面向对象的概念，例如继承与多态。我们可以使用众所周

知的设计模式例如“策略”，“中介者”和“组合” ，所有这些模式都依赖于多态方法调用。现在给你一个警告：并不是所有的Java应用都是按照这种方式设计的，并且也不打算是。对于简单的应用不使用域模型可能会更好。SQL和JDBC API可以完美地处理纯扁平数据，并且现在新的JDBC结果集已经使CRUD操作变得更简单了。使用持续性数据的扁平表示进行工作可能更直接并且更容易理解。

然而，对于含有复杂业务逻辑的应用，域模型有助于有效地提高代码的可重

用性和可维护性。在本书中我们集中在使用域模型的应用上，因为通常Hibernate和ORM总是与这种类型的应用有关。如果我们再次考虑SQL和关系数据库，我们最终会发现这两种范例的不匹配之处。

SQL操作例如投射与连接经常会导致对结果数据的扁平表示。这与在Java应用中用来执行业务逻辑的关联对象的表示完全不同！这是根本不同的模型，而不

仅仅是相同模型的不同的显示方式。

带着这些认识，我们能够开始看一下这些问题——许多已经很好理解的与没

有很好理解的——必须被合并使用这两种数据表示的应用所解决——一个面向

对象的域模型与一个持续性的关系模型。让我们仔细地看一下。

范文二：关于企业研发人员管理探析中英文翻译

关于企业研发人员管理探析中英文翻译 On English translation of R & D personnel management

摘要:企业竞争日趋激烈, 必须对研发人员进行有效的管理, 才能在市场中立于不败之地。本文首先分析了企业研发人员的构成与特点及管理的现状与原因, 接着针对上述情况, 分别从人员招聘、培训、绩效管理、激励体系、薪酬管理、人力资源保护和职业生涯规划七个方面进行针对性的研发人员管理策略研究。最后, 总结全文, 得出企业对研发人员的合理有效的管理措施。

Abstract: enterprise competition is becoming increasingly fierce, must carry on the effective management of R & D personnel, to remain invincible in the market. This paper firstly analyzes the status and cause of formation and characteristics and management of R & D personnel of the enterprise, then in view of the above situation, separately from the recruitment, training, performance management, incentive system, the salary management, human resource protection and occupation career planning in seven aspects according to the research of management strategy. Finally, summarizes the full text, obtains the enterprise of R & D personnel reasonable and effective management measures.

关键词:研发人员;管理;策略;职业生涯规划

Keywords: R & D personnel; management; strategy; occupation career planning

0引言

0 Introduction

在竞争日益激烈弱肉强食的市场竞争中,企业要获得生存发展就必须不断进行技术创新,开发新产品。新产品的出现离不开研发人员,因此企业有必要加强对此类人员的管理, 以提高企业在市场中的竞争力。对研发人员进行合理有效的管理, 充分发挥其创造性和研发价值是企业进行人力资源管理的一个重要课题。如何留住优秀研发人员更是研发人员管理中的重中之重。为给企业提供一些有益经验,特进行了此次关于研发人员管理的研究。

Law of the jungle in the increasingly fierce competition in the market competition, the enterprise needs to obtain the survival development must continue to carry out technical innovation, new product development. The new products are inseparable from the personnel of research and

development, so enterprise has the necessity to strengthen the personnel management, to improve enterprise competitiveness in the market. A reasonable and effective management of R & D personnel, give full play to their creativity and R & D value is the enterprise human resources management an important issue. How to keep the excellent R & D personnel is the priority among priorities in the management of R & D personnel. In order to provide some useful experience to the enterprise, were studied on the R & D personnel management.

1企业研发人员管理概述

1 R & D personnel management overview

1.1 研发人员的特点研发人员主要从事理论研究、产品开发、工程设计等创造性工作。为研发新产品, 一方面企业需要研发人员的创造力来研制出新产品, 另一方面研发人员需要企业提供昂贵的设备完成工作。研发工作强度大, 对脑力和体力要求较高等特点, 使得研发人员主要由年轻人员构成, 这一群体有多具有很高的学历, 同时又面临生活、工作双重巨大压力。以团队合作形式进行研发活动的工作性质导致研发人员的管理不同于一般管理人员和销售人员的管理, 每个人的业绩量很难确定。高人力资本投入者和所有者的特殊身份使得他们更不同于普通劳动者。另外就是研发人员的职业生涯规划是与其职业技能的发展密切相关的。

Characteristics of 1.1 R & D personnel R & D personnel mainly engaged in theoretical research, product development, engineering design and other creative work. For the development of new products, a company must R & D personnel creativity to develop new products, on the other hand, R & D personnel need expensive equipment to provide complete work of the enterprise. R & D work intensity, on the mental and physical requirement higher characteristic, make the R & D personnel is mainly composed of young people, this group has many have high academic qualifications, while facing the double pressures of life, work. The nature of R & D activities in the team form of work lead to R & D personnel management is different from the general managers and sales personnel performance management, it is difficult to determine the amount of each person. High investment in human capital and the owner of the special identity makes them even more different from the ordinary workers. The other is the development of occupation career planning staff is closely related with the development of occupation skill.

1.2 研发人员管理的现状目前我国大部分企业没有较为有效的人力资源管理体系, 对研发人员的管理更是有很大偏差, 甚至缺乏明确的管理目标, 对犯法人员放任自由。相反, 一

些企业管理过分严格, 分工过细, 难以发挥研发团队的整体创造力, 对一些原发性创造性想法重视力度不够, 严重阻碍了研发人员创造力的提高。针对这种情况, 我们将在下文探讨出一种适合研发人员的管理体系。

The status of 1.2 R & D personnel management at present, most enterprises of our country has not effective human resources management system, the R & D personnel management is a great deviation, even the lack of clear management objectives, the illegal personnel laissez-faire. On the contrary , some enterprises management too strict, meticulous division of labor, the overall creativity is difficult to play a R & D team, pay attention to some primary creative ideas is not enough, seriously hindered the improvement of R & D personnel creativity. In view of this situation, we will explore a management system for R & D personnel in the following.

2企业研发人员的管理的对策

Countermeasure 2 R & D personnel management

2.1 用栅栏法进行人员筛选招聘做好对研发人员的有效管理, 首先就要做好相关人员的招聘录用工作。作为企业方, 第一步就是要制定出企业的长期发展策略, 并据此对员工的能力提出要求, 即全员核心胜任能力。基于核心胜任能力, 再采用栅栏法筛选。第一道栅栏采用笔试法。笔试内容包括:① 基本职业技能测试,主要考察应聘者的认知能力;② 知识和技能测试;③ 性格测试,当然性格测试只是最终录用时的一个参考。

The 2.1 barrier method for personnel screening recruitment to the effective management of personnel of research and development, we must first do a related personnel recruitment work. As the enterprise, the first step is to make a long-term development strategy of the enterprise, and the staff's ability request, which is full of core competence. The core competence based on the fence, screening. The first fence using a written test method. Written examination content includes:① basic occupation skill testing, cognitive ability, mainly on the candidates; the knowledge and skills to the test; the personality test, of course, character of a reference test was employed.

第二道栅栏可采用小组面试法,常用的小组面试法是无领导小组讨论(英文是 leadless group discussion,简称 LGD ) 。 LGD 考察的是应聘者通过共同讨论解决一个实践中的问题, 来考察其独立分析问题的能力、团队合作意识、领导能力和适应能力等。在第三道栅栏中, 一般采用的是行为面试法, 主要是对候选人的过去经历进行挖掘, 并作详细的实践分析, 以此推测其未来可能作出的行为。在此, 主要关注候选人的价值观、工作动力、创造能力和学

习能力。

Second fences can adopt a group interview, group interview method commonly used is leaderless group discussion ( English is leadless group discussion, referred to as LGD ). The LGD study is to solve a problem of the practice of candidates through mutual discussion, to examine the independent ability to analyze problems, teamwork, leadership ability and the ability to adapt. At the third fence, generally using a behavioral interview, mainly on the candidate's past experience of mining, and analysis the practice, to infer future may act. Here, mainly focus on candidate values, work motivation, creative ability and learning ability.

2.2 加强培训对企业研发人员培训的含义, 一方面是对目前尚未成长起来的研发人员开发其潜能与素质;另一方面对目前已经成熟的研发人员,进一步提高其能力与素质。 2.2 to strengthen the training of enterprise personnel training means, on the one hand is not yet grown up R & D staff to develop their potential and quality; on the other hand, is now a mature R & D personnel, to further improve the ability and quality.

2.2.1 自我开发在知识日新月异的今天,人才之间的竞争日益加剧,为满足自身发展需要, 研发人员的自我发展意识也不断增强, 很多研发人员会选择业余进修, 企业需要适当增加研发人员的休息时间, 使其拥有更多时间来充实自己、发展自己。企业还可以提供一些便利条件,让员工可以根据自己的兴趣,自我完善、自我发展。

2.2.1 self development in the knowledge change rapidly today, talents in the fierce competition, in order to meet their own development, self-development consciousness researchers are growing, many developers would choose the amateur, enterprises need to increase R & D personnel rest time, enable it to have more time to enrich themselves, develop their own. Enterprises can also provide some convenient conditions, let the staff can according to their own interests, self-improvement, self-development.

2.2.2 组织培训① 成立研发人员学习小组。学习小组由几个志同道合的研发人员组成,定期针对某个技术问题进行专题自由讨论, 甚至可以进行实验。鼓励其将讨论或试验取得的新成果用于工作中。② 加强学术培训。各种技术的研发、国家相应法律法规的变化都很快,这就需要研发人员及时掌握新技术, 了解新政策。企业也要对研发人员进行相应培训。主要培训方式有各种形式的学术交流会议、出国考察、专业进修等。③ 管理沟通培训。良好的沟通和充分的合作对完成工作有巨大推动作用, 尤其是研发部的高层领导, 对他们进行团队意识培养更重要。在让他们努力工作的同时, 更重要的是让他们知道怎么带领团队更好的完成目

标。新产品的出现需要突破原有的模式, 进行创新, 而新想法的产生往往是群里群策的结果, 因此必须加强的科研人员的沟通能力。

2.2.2 training organization① set up R & D staff learning group. Form a study group consisting of several like-minded researchers, regularly for a technical problem in the free discussion, even can perform the experiment. Encourage new results will discuss or test made for the work. Strengthening the academic training. The corresponding changes of state laws and regulations, R & D, technology very quickly, which requires the developer to master new technology, new policy. Enterprises should also provide training to R & D personnel. The main training methods are various forms of academic exchange meeting, study abroad, professional training. The management training. Good communication and good cooperation has great role in promoting the work, especially the R & D department leaders, they were more important team awareness. To make their efforts to work at the same time, it is more important to let them know how to lead the team to better accomplish the goal. The emergence of new products need to break the original pattern, innovation, and new ideas are often the result of group decision group, it is necessary to strengthen the scientific research personnel's communication ability.

2.3 进行合理有效的绩效管理作为企业的核心部门,研发部门关系到企业的长期发展, 如何有效的管理和考核研发人员的创造性活动,成为企业绩效管理的一大难点。

2.3 of the performance management of reasonable and effective as the core enterprise sector, R & D department related to the long-term development of the enterprise, how to effectively manage and examination personnel of research and development of creative activity, becomes a major difficulty of enterprise performance management.

人力资源管理部门应当和研发部门人员共同讨论, 根据研发部门的工作性质, 确定出一套适合研发人员的考核指标和标准。

Should the Department of human resources management and R & D department staff to discuss, according to the nature of the R & D department work, to determine a set of R & D personnel evaluation index and standard.

绩效考评时, 应采用结果导向型的考评方法。它以实际产出为基础, 考评的重点是员工工作的成绩和劳动的结果。成绩记录法是新开发出来的一种方法, 比较适合于从事科研教学工作的人员。

The performance evaluation, the evaluation method should be result oriented. It is based on the

actual output, the evaluation is focused on employee job performance and work results. Record method is a new method developed, more suitable for the personnel engaged in scientific research and teaching work.

2.4 制定科学的激励体系企业研发人员是从事技术创新的劳动者,属于知识型员工,根据其自身特点,应采用以下激励措施:

2.4 to set up R & D staff incentive system of scientific enterprise is engaged in technical innovation laborers, belong to knowledge workers, according to its own characteristics, should adopt the following incentives:

2.4.1 薪酬激励不合理的薪酬必然引起员工的不满情绪, 难以调动其工作积极性。因此, 在进行薪酬设计时必须使之与绩效挂钩。

2.4.1 compensation incentive is not reasonable compensation must cause the employee dissatisfaction, difficult to mobilize the enthusiasm of the work. Therefore, in the design of compensation must be made with the performance.

2.4.2 股权分享在股份制企业,通过员工持股是研发人员掌握一定的股权,获得长期持续性的激励。研发人员作为一种人力资本, 同样为企业创造着巨大价值。让研发人员分享股份, 在体现其价值的同时, 也体现出了企业对研发人员的重视和对其知识的认可。这样, 就将研发人员的利益和发展自身能力同企业的发展联系起来,使其更加努力地为企业服务。 2.4.2 equity share in the joint-stock enterprises, through the employee stock ownership is the R & D personnel to master certain equity, access to long-term persistence of excitation. R & D personnel as a kind of human capital, also for enterprises to create great value. Let R & D personnel share company, reflects its value at the same time, also reflects the enterprise of R & D personnel and the importance of the knowledge of the approval. In this way, the R & D staff's interests and develop their ability and enterprise development, making it harder for business services.

2.4.3 情感激励知识型员工大都受过良好的教育,受尊重的需求相对较高,尤其对于研发人员, 他们自认为对企业的贡献较大, 更加渴望被尊重。企业的管理者应该多与他们沟通, 征求他们的意见, 让他们参与企业的决策讨论, 以增强他们的被认同感和对企业的依赖感。在员工生日的时候送一个生日蛋糕, 或在节日的时候发放一件小小的礼物, 都可能更好地凝聚人才,增强研发人员对企业的认同感和归属感。

2.4.3 emotional incentive of knowledge workers are well educated, respected demand is relatively

high, especially for developers, they think of enterprise 's contribution to the larger, more eager to be respected. Enterprise managers should communicate more with them, to seek their views, let them participate in the decision-making enterprises to discuss, to strengthen their sense of identity and by relying on enterprises. Send a birthday cake when the staff birthday, or make a small gift in the festival, may better talent pool, enhance R & D personnel to enterprise's sense of identity and belonging.

2.4.4 其他激励如弹性工作制,由于研发人员的工作自主性特点,宽松、灵活的弹性工作时间和工作环境对于保持创新思维很重要。对于做出特殊贡献的研发人员, 可以采取研发成果署名制度, 这样既让署名的员工得到社会认可和声誉提升而深受鼓舞, 同时对其他员工形成鞭策,有利于激发他们的工作热情。此外,企业还可以采用利润分红、科技奖励、科研津贴等方法来调动研发人员的积极性。培训激励及职业生涯激励在下文中描述。

2.4.4 other incentives such as flexible working system, due to the characteristics of work autonomy R & D, flexible working hours and working environment, flexible is very important to keep the innovative thinking. To make a special contribution of R & D personnel, can take the results of R & D sign system, so as to let the signature of the employees get social recognition and reputation are encouraged to other employees, and spur, stimulate their enthusiasm for work. In addition, the enthusiasm of enterprises can also use profit sharing, science and technology awards, research grants and the method to stimulate R & D staff. Training motivation and occupation career motivation is described in the text.

2.5 确定合理薪酬支付方式在研发项目中,如果项目完成了某个阶段就马上兑现奖金, 实际上是在鼓励员工与公司进行短期的结算和交易, 导致员工对公司斤斤计较。如果长期这样,员工眼里就只会看 “ 钱 ” 了,只要有更好待遇的地方,他们就会跳槽,不利于公司长久地留住人才, 会给公司带来很大损失。所以, 建议采用工资+奖金的形式。工资基于个人职位、职级及任职资格而定。奖金应该包括个人对项目的实质性贡献, 也包括长期的整体性的非项目贡献,如培养新人、构建公司外部研发人脉等。所以,员工个人奖金=奖金总额 ×[个人基本工资 ×个人考核系数 ]/(∑ 个人基本工资 ×个人考核系数) 。

2.5 determine the reasonable salary payment in R & D projects, if the project is completed in one stage immediately cash bonus, actually encourage employees and the company's short-term settlement and trading, causes the staff to square accounts in every detail. If long-term such, employee eyes will only see the

will quit, is not conducive to long retain talent, will bring great loss to the company. So, suggest the salary + bonuses. Personal position, rank and salary based on qualification. The bonus should include personal substantial contribution to the project, including the overall long-term non projects, such as the new culture, construction of external R & D network etc.. So, employee bonus = total bonus x [ personal basic wage * personal evaluation coefficient ( sigma / personal basic wage * personal assessment coefficient ).

2.6 到位的人力资源保护除了给研发人员配备法定的 “ 五险一金 ” 和假日外,还应设计一些个性化的福利,增强激励作用。

2.6 in place of the human resource protection in addition to the R & D personnel legal

2.6.1 设立员工俱乐部,邀请研发人员参加特殊的工作性质,使得研发人员的大部分工作时间是在实验室中度过的, 与其他工作人员接触机会少, 缺乏沟通, 其社交需要难以得到满足。针对这种情况, 企业可以设立员工俱乐部, 将科研人员和普通员工纳入到俱乐部中来, 在丰富他们的生活的同时, 既满足了他们交往的需要, 由时期工作压力得以减轻。这也将更有利于其为企业创造更大贡献。

2.6.1 set up the staff club, invited the R & D personnel to participate in the special nature of the work, make the personnel of research and development work most of the time is spent in the laboratory, the opportunity to contact with other staff, lack of communication, it is difficult to satisfy the social need. In view of this situation, enterprises can set up the staff club, the scientific research personnel and the general staff into the club, to enrich their life at the same time, both to meet the needs of their exchanges, by the time the working pressure to reduce. This will also be conducive to make greater contribution to the enterprise.

2.6.2 建立健身房或发放健身卡由于研发人员的工作主要依靠脑力劳动,对体力消耗也很大。良好的身体素质为其更好地完成工作提供了客观条件。向研发人员发放一些健身卡或是由企业自行建立对本企业员工开放的健身房, 在提高研发人员的身体素质的同时, 也为其更好地进行科研工作提供了可能。

2.6.2 establishes the gym or fitness card issued by R & D staff rely mainly on mental work, the physical consumption is great. The good physical quality and provided the objective conditions to do the job for the better. The distribution to the R & D personnel some fitness card or established

by the enterprises themselves to this enterprise employee gym, in improving R & D personnel physical quality at the same time, it provides possibility for the better research work.

此外, 企业还可以对研发人员设计如书报费补助、年度全额带薪假期、带薪病假、培训及学费报销等福利。

In addition, enterprises can also to R & D personnel design such as book subscription subsidy, the annual sum of paid vacation, sick leave with salary, training and tuition reimbursement, welfare. 2.7 采用双职业梯队法合理进行职业生涯规划在制定职业生涯规划时, 大部分研发人员希望在自己专长的领域得以发展, 而不是去做专职管理人员。但在实际工作中, 企业又需要一部分科研人员发展成为管理者。虽然晋升给他们带来了一定的快乐, 也在一定程度上满足了他们对尊重的需要和认可,但大部分人还是不愿意脱离其原来的研究领域和范围的。 2.7 double occupation echelon reasonable method of occupation career planning in the formulation of occupation career planning, most researchers hope in their own areas of expertise to develop, rather than to do full-time management personnel. But in the practical work, enterprises also need some researchers become managers. Although the promotion to bring them some happy, also meet their need for respect and recognition, to a certain extent, but most people still do not want to leave the field and scope of the original.

双职业梯队是试图解决这一问题的一种方案。员工可以依照管理层级晋升职务, 也可以依照相应的技术 /专业层级晋升职称。通过建立双职业梯队,企业可以以不同的途径,为员工提供有吸引力的工作头衔和报酬。

Double occupation echelon is trying a solution to this problem. Employees can be in accordance with the management level promotion, can also according to the corresponding technical / professional level promotion. Through the establishment of double occupation echelon, enterprises can be in different ways, providing attractive job title and pay for staff.

参考文献:

Reference.

[1]窦胜攻,卢纪华,戴春风 . 人力资源管理与开发 [M].北京:清华大学出版社, 2005. [1] sinus - attack, Lu Jihua, wearing a spring. The management and development of the human resources [M]. Beijing: Tsinghua University press, 2005

[2]陶杰 . 对企业研发人员的管理与激励 . 中外企业文化 [J].2003(6) .

[2] Tao Jie. Management and incentive for R & D personnel of enterprises. Corporate culture in

[J].2003 China ( 6 ).

[3]劳动和社会保障部,中国就业培训技术指导中心,组织编写 . 《企业人力资源管理人员》 (下册) [M].北京:中国劳动社会保障出版社, 2006.

[3] the Ministry of labor and social security, China employment training technical guidance center, organize the compilation.

[4]胡玉敏,郭宝亭 . 企业中研发人员绩效管理问题探讨 . 天津科技 [J].2005(4) .

[4] Hu Y umin, Guo Baoting . Discussion on R & D personnel performance management issues. Tianjin Science and technology [J].2005 ( 4 ).

[5]罗伯特 ·L .马西斯,约翰 ·H .杰克逊.人力资源管理(10th ) [M].北京:北京大学出版社, 2006.

[5] Robert L. Mathis, John H. Jackson. Human resource management ( 10th ) [M]. Beijing: Peking University Press, 2006

[6]田效勋 . 应届大学生招聘测评的困惑与解决方案 . 人力资源开发与管理 [J].2006(2) . The [6] field Xiaoxun. Confusion and solution of students recruitment, human resources development and management of [J].2006 ( 2 ).

[7]薄湘平,周琴 . 研发人员激励的合理组合 . 中国人力资源开发 [J].2004(2) .

[7] Bo Xiangping, Zhou Qin. The reasonable combination of R & D personnel incentive. Human resource development [J].2004 China ( 2 ).

[8]汪庆春,陈善国 . 高科技企业研发员工培训需求调查研究 . 职业时空 [J].2005(4) . [8] Wang Qingchun, Chen Y oshikuni. High-tech R & D staff training needs investigation. Occupation space [J].2005 (4).

范文三：关于企业研发人员管理探析中英文翻译

http://www.sdhctg.com/ http://www.lwtugongbu.com/

关于企业研发人员管理探析中英文翻译

On English translation of R & D personnel management

摘要: 企业竞争日趋激烈，必须对研发人员进行有效的管理，才能在市场中立于不败之地。

本文首先分析了企业研发人员的构成与特点及管理的现状与原因，接着针对上述情况，分别

从人员招聘、培训、绩效管理、激励体系、薪酬管理、人力资源保护和职业生涯规划七个方

面进行针对性的研发人员管理策略研究。最后，总结全文，得出企业对研发人员的合理有效

的管理措施。

关键词: 研发人员;管理;策略;职业生涯规划

Keywords: R & D personnel; management; strategy; occupation career planning

0引言

0 Introduction

在竞争日益激烈弱肉强食的市场竞争中，企业要获得生存发展就必须不断进行技术创

新，开发新产品。新产品的出现离不开研发人员，因此企业有必要加强对此类人员的管理，

以提高企业在市场中的竞争力。对研发人员进行合理有效的管理，充分发挥其创造性和研发

价值是企业进行人力资源管理的一个重要课题。如何留住优秀研发人员更是研发人员管理中

的重中之重。为给企业提供一些有益经验，特进行了此次关于研发人员管理的研究。

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

1企业研发人员管理概述

1 R & D personnel management overview

1.1 研发人员的特点研发人员主要从事理论研究、产品开发、工程设计等创造性工作。

为研发新产品，一方面企业需要研发人员的创造力来研制出新产品，另一方面研发人员需要

企业提供昂贵的设备完成工作。研发工作强度大，对脑力和体力要求较高等特点，使得研发

人员主要由年轻人员构成，这一群体有多具有很高的学历，同时又面临生活、工作双重巨大

压力。以团队合作形式进行研发活动的工作性质导致研发人员的管理不同于一般管理人员和

销售人员的管理，每个人的业绩量很难确定。高人力资本投入者和所有者的特殊身份使得他

们更不同于普通劳动者。另外就是研发人员的职业生涯规划是与其职业技能的发展密切相关

的。

1.2 研发人员管理的现状目前我国大部分企业没有较为有效的人力资源管理体系，对研

发人员的管理更是有很大偏差，甚至缺乏明确的管理目标，对犯法人员放任自由。相反，一

http://www.sdhctg.com/ http://www.lwtugongbu.com/

些企业管理过分严格，分工过细，难以发挥研发团队的整体创造力，对一些原发性创造性想

法重视力度不够，严重阻碍了研发人员创造力的提高。针对这种情况，我们将在下文探讨出

一种适合研发人员的管理体系。

The status of 1.2 R & D personnel management at present, most enterprises of our country has not effective human resources management system, the R & D personnel management is a great deviation, even the lack of clear management objectives, the illegal personnel laissez-faire. On the contrary, some enterprises management too strict, meticulous division of labor, the overall creativity is difficult to play a R & D team, pay attention to some primary creative ideas is not enough, seriously hindered the improvement of R & D personnel creativity. In view of this situation, we will explore a management system for R & D personnel in the following.

2企业研发人员的管理的对策

Countermeasure 2 R & D personnel management

2.1 用栅栏法进行人员筛选招聘做好对研发人员的有效管理，首先就要做好相关人员的

招聘录用工作。作为企业方，第一步就是要制定出企业的长期发展策略，并据此对员工的能

力提出要求，即全员核心胜任能力。基于核心胜任能力，再采用栅栏法筛选。第一道栅栏采

用笔试法。笔试内容包括:?基本职业技能测试，主要考察应聘者的认知能力;?知识和技

能测试;?性格测试，当然性格测试只是最终录用时的一个参考。

The 2.1 barrier method for personnel screening recruitment to the effective management of personnel of research and development, we must first do a related personnel recruitment work. As the enterprise, the first step is to make a long-term development strategy of the enterprise, and the staff's ability request, which is full of core competence. The core competence based on the fence, screening. The first fence using a written test method. Written examination content includes:?basic occupation skill testing, cognitive ability, mainly on the candidates; the knowledge and skills to the test; the personality test, of course, character of a reference test was employed.

第二道栅栏可采用小组面试法，常用的小组面试法是无领导小组讨论(英文是leadless

group discussion，简称LGD)。LGD考察的是应聘者通过共同讨论解决一个实践中的问题，

来考察其独立分析问题的能力、团队合作意识、领导能力和适应能力等。在第三道栅栏中，

一般采用的是行为面试法，主要是对候选人的过去经历进行挖掘，并作详细的实践分析，以

此推测其未来可能作出的行为。在此，主要关注候选人的价值观、工作动力、创造能力和学

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

习能力。

2.2 加强培训对企业研发人员培训的含义，一方面是对目前尚未成长起来的研发人员开

发其潜能与素质;另一方面对目前已经成熟的研发人员，进一步提高其能力与素质。

2.2 to strengthen the training of enterprise personnel training means, on the one hand is not yet grown up R & D staff to develop their potential and quality; on the other hand, is now a mature R & D personnel, to further improve the ability and quality.

2.2.1 自我开发在知识日新月异的今天，人才之间的竞争日益加剧，为满足自身发展需

要，研发人员的自我发展意识也不断增强，很多研发人员会选择业余进修，企业需要适当增

加研发人员的休息时间，使其拥有更多时间来充实自己、发展自己。企业还可以提供一些便

利条件，让员工可以根据自己的兴趣，自我完善、自我发展。

2.2.2 组织培训?成立研发人员学习小组。学习小组由几个志同道合的研发人员组成，定

期针对某个技术问题进行专题自由讨论，甚至可以进行实验。鼓励其将讨论或试验取得的新

成果用于工作中。?加强学术培训。各种技术的研发、国家相应法律法规的变化都很快，这

就需要研发人员及时掌握新技术，了解新政策。企业也要对研发人员进行相应培训。主要培

训方式有各种形式的学术交流会议、出国考察、专业进修等。?管理沟通培训。良好的沟通

和充分的合作对完成工作有巨大推动作用，尤其是研发部的高层领导，对他们进行团队意识

培养更重要。在让他们努力工作的同时，更重要的是让他们知道怎么带领团队更好的完成目

http://www.sdhctg.com/ http://www.lwtugongbu.com/

标。新产品的出现需要突破原有的模式，进行创新，而新想法的产生往往是群里群策的结果，

因此必须加强的科研人员的沟通能力。

2.2.2 training organization?set up R & D staff learning group. Form a study group consisting of several like-minded researchers, regularly for a technical problem in the free discussion, even can perform the experiment. Encourage new results will discuss or test made for the work. Strengthening the academic training. The corresponding changes of state laws and regulations, R & D, technology very quickly, which requires the developer to master new technology, new policy. Enterprises should also provide training to R & D personnel. The main training methods are various forms of academic exchange meeting, study abroad, professional training. The management training. Good communication and good cooperation has great role in promoting the work, especially the R & D department leaders, they were more important team awareness. To make their efforts to work at the same time, it is more important to let them know how to lead the team to better accomplish the goal. The emergence of new products need to break the original pattern, innovation, and new ideas are often the result of group decision group, it is necessary to strengthen the scientific research personnel's communication ability.

2.3 进行合理有效的绩效管理作为企业的核心部门，研发部门关系到企业的长期发展，

如何有效的管理和考核研发人员的创造性活动，成为企业绩效管理的一大难点。

人力资源管理部门应当和研发部门人员共同讨论，根据研发部门的工作性质，确定出一

套适合研发人员的考核指标和标准。

绩效考评时，应采用结果导向型的考评方法。它以实际产出为基础，考评的重点是员工

工作的成绩和劳动的结果。成绩记录法是新开发出来的一种方法，比较适合于从事科研教学

工作的人员。

The performance evaluation, the evaluation method should be result oriented. It is based on the

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

2.4 制定科学的激励体系企业研发人员是从事技术创新的劳动者，属于知识型员工，根

据其自身特点，应采用以下激励措施:

2.4.1 薪酬激励不合理的薪酬必然引起员工的不满情绪，难以调动其工作积极性。因此，

在进行薪酬设计时必须使之与绩效挂钩。

2.4.2 股权分享在股份制企业，通过员工持股是研发人员掌握一定的股权，获得长期持

续性的激励。研发人员作为一种人力资本，同样为企业创造着巨大价值。让研发人员分享股

份，在体现其价值的同时，也体现出了企业对研发人员的重视和对其知识的认可。这样，就

将研发人员的利益和发展自身能力同企业的发展联系起来，使其更加努力地为企业服务。

2.4.2 equity share in the joint-stock enterprises, through the employee stock ownership is the R & D personnel to master certain equity, access to long-term persistence of excitation. R & D personnel as a kind of human capital, also for enterprises to create great value. Let R & D personnel share company, reflects its value at the same time, also reflects the enterprise of R & D personnel and the importance of the knowledge of the approval. In this way, the R & D staff's interests and develop their ability and enterprise development, making it harder for business services.

2.4.3 情感激励知识型员工大都受过良好的教育，受尊重的需求相对较高，尤其对于研发人

员，他们自认为对企业的贡献较大，更加渴望被尊重。企业的管理者应该多与他们沟通，征

求他们的意见，让他们参与企业的决策讨论，以增强他们的被认同感和对企业的依赖感。在

员工生日的时候送一个生日蛋糕，或在节日的时候发放一件小小的礼物，都可能更好地凝聚

人才，增强研发人员对企业的认同感和归属感。

2.4.3 emotional incentive of knowledge workers are well educated, respected demand is relatively

http://www.sdhctg.com/ http://www.lwtugongbu.com/

2.4.4 其他激励如弹性工作制，由于研发人员的工作自主性特点，宽松、灵活的弹性工

作时间和工作环境对于保持创新思维很重要。对于做出特殊贡献的研发人员，可以采取研发

成果署名制度，这样既让署名的员工得到社会认可和声誉提升而深受鼓舞，同时对其他员工

形成鞭策，有利于激发他们的工作热情。此外，企业还可以采用利润分红、科技奖励、科研

津贴等方法来调动研发人员的积极性。培训激励及职业生涯激励在下文中描述。

2.5 确定合理薪酬支付方式在研发项目中，如果项目完成了某个阶段就马上兑现奖金，

实际上是在鼓励员工与公司进行短期的结算和交易，导致员工对公司斤斤计较。如果长期这

样，员工眼里就只会看“钱”了，只要有更好待遇的地方，他们就会跳槽，不利于公司长久地

留住人才，会给公司带来很大损失。所以，建议采用工资，奖金的形式。工资基于个人职位、

职级及任职资格而定。奖金应该包括个人对项目的实质性贡献，也包括长期的整体性的非项

目贡献，如培养新人、构建公司外部研发人脉等。所以，员工个人奖金,奖金总额×[个人基

本工资×个人考核系数]/(?个人基本工资×个人考核系数)。

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

2.6 到位的人力资源保护除了给研发人员配备法定的“五险一金”和假日外，还应设计一

些个性化的福利，增强激励作用。

2.6 in place of the human resource protection in addition to the R & D personnel legal " five social insurance and one housing fund " and holidays, should design personalized benefits, strengthen incentive effect.

2.6.1 设立员工俱乐部，邀请研发人员参加特殊的工作性质，使得研发人员的大部分工作时

间是在实验室中度过的，与其他工作人员接触机会少，缺乏沟通，其社交需要难以得到满足。

针对这种情况，企业可以设立员工俱乐部，将科研人员和普通员工纳入到俱乐部中来，在丰

富他们的生活的同时，既满足了他们交往的需要，由时期工作压力得以减轻。这也将更有利

于其为企业创造更大贡献。

2.6.2 建立健身房或发放健身卡由于研发人员的工作主要依靠脑力劳动，对体力消耗也

很大。良好的身体素质为其更好地完成工作提供了客观条件。向研发人员发放一些健身卡或

是由企业自行建立对本企业员工开放的健身房，在提高研发人员的身体素质的同时，也为其

更好地进行科研工作提供了可能。

http://www.sdhctg.com/ http://www.lwtugongbu.com/

by the enterprises themselves to this enterprise employee gym, in improving R & D personnel physical quality at the same time, it provides possibility for the better research work.

此外，企业还可以对研发人员设计如书报费补助、年度全额带薪假期、带薪病假、培训

及学费报销等福利。

In addition, enterprises can also to R & D personnel design such as book subscription subsidy, the annual sum of paid vacation, sick leave with salary, training and tuition reimbursement, welfare.

2.7 采用双职业梯队法合理进行职业生涯规划在制定职业生涯规划时，大部分研发人员

希望在自己专长的领域得以发展，而不是去做专职管理人员。但在实际工作中，企业又需要

一部分科研人员发展成为管理者。虽然晋升给他们带来了一定的快乐，也在一定程度上满足

了他们对尊重的需要和认可，但大部分人还是不愿意脱离其原来的研究领域和范围的。

2.7 double occupation echelon reasonable method of occupation career planning in the formulation of occupation career planning, most researchers hope in their own areas of expertise to develop, rather than to do full-time management personnel. But in the practical work, enterprises also need some researchers become managers. Although the promotion to bring them some happy, also meet their need for respect and recognition, to a certain extent, but most people still do not want to leave the field and scope of the original.

双职业梯队是试图解决这一问题的一种方案。员工可以依照管理层级晋升职务，也可以

依照相应的技术/专业层级晋升职称。通过建立双职业梯队，企业可以以不同的途径，为员

工提供有吸引力的工作头衔和报酬。

参考文献:

Reference.

[1]窦胜攻，卢纪华，戴春风.人力资源管理与开发[M].北京:清华大学出版社，2005.

[1] sinus - attack, Lu Jihua, wearing a spring. The management and development of the human resources [M]. Beijing: Tsinghua University press, 2005

[2]陶杰.对企业研发人员的管理与激励.中外企业文化[J].2003(6).

[2] Tao Jie. Management and incentive for R & D personnel of enterprises. Corporate culture in

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

[J].2003 China ( 6 ).

[3]劳动和社会保障部，中国就业培训技术指导中心，组织编写.《企业人力资源管理人

员》(下册)[M].北京:中国劳动社会保障出版社，2006.

[3] the Ministry of labor and social security, China employment training technical guidance center, organize the compilation. " The enterprise human resources management " ( 2) [M]. Beijing: China's labor and social security, 2006

[4]胡玉敏，郭宝亭.企业中研发人员绩效管理问题探讨.天津科技[J].2005(4).

[4] Hu Yumin, Guo Baoting . Discussion on R & D personnel performance management issues. Tianjin Science and technology [J].2005 ( 4 ).

[5]罗伯特?L(马西斯，约翰?H(杰克逊(人力资源管理(10th)[M](北京:北京大学

出版社，2006.

[5] Robert L. Mathis, John H. Jackson. Human resource management ( 10th ) [M]. Beijing: Peking University Press, 2006

[6]田效勋.应届大学生招聘测评的困惑与解决方案.人力资源开发与管理[J].2006(2).

The [6] field Xiaoxun. Confusion and solution of students recruitment, human resources development and management of [J].2006 ( 2 ).

[7]薄湘平，周琴.研发人员激励的合理组合.中国人力资源开发[J].2004(2).

[7] Bo Xiangping, Zhou Qin. The reasonable combination of R & D personnel incentive. Human resource development [J].2004 China ( 2 ).

[8]汪庆春，陈善国.高科技企业研发员工培训需求调查研究.职业时空[J].2005(4).

[8] Wang Qingchun, Chen Yoshikuni. High-tech R & D staff training needs investigation. Occupation space [J].2005 (4).

http://www.sdhctg.com/ http://www.lwtugongbu.com/

下面是赠送的两篇散文欣赏，可以仔细阅读，不需要的朋友可以下载后编辑删除～～谢谢～～

脚下的时光

不知走过多少地方，不知看过多少风景，不知听说过多少轶事;

不知经历过多少岁月，不知邂逅过多少良人，不知变换过多少心情;

不知理想的未知是否在前路等待??????

题记:蒲公英

悠悠岁月，时间苍苍～( 文章阅读网:www.sanwen.net )

在这繁花似锦的青葱岁月里，我们不断的接受新鲜的美好事物，不断的享受科技发展所带来的高品质生活;我们总是随大流的，去跟风一些前卫潮流的思想;然而，很少有人去整理那些过往的断壁残垣～

我走过很多地方，但是同样的，我也有更多的地方没去过～

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

我渴望走遍地球上每一寸土地，我期许世界上每一个地方的人都善良～

从踏入社会的那一刻起，我就觉得人应该是自由的;应该去做自己喜欢的事，看自己喜欢的风景，爱自己喜欢的人;一切都那么单纯，完美～

然而，现实的世界告诉我;理想的丰满一定要遇到拥有相同理想的另一半～

我喜欢珠海，一个美丽的花园城市;我喜欢那里的天气，没有北方的寒冷;四季如春的温度感觉非常惬意，不用担心换季带来的差异～走在市区的街道上，绿化的花草树木被园丁修剪的井然有序;形态各异的花卉搭配得格外美观～尤其是除过草之后的绿地，泥土的芬芳与绿草的清新扑鼻而来，有一种身处大草原的感觉，使人心旷神怡～我时常一个人发呆，散步;看着过往的人群，车水马龙的街道;也时常去繁华的街巷，拥挤的商业中心;感觉这才是生活，正因为世界有了这么多事物的陪伴，才使我有了对美好生活的向往与喜悦～

珠海的夜，很美;到处灯红酒绿，一派歌舞升平的祥和;每当夜幕降临，才是广东因有的生活的开始～溜冰场，酒吧，迪厅，大排档等等等等;我很庆幸在这里认识了很多人，他们教会了我很多，也帮助了我很多;我们都是来自五湖四海，为了同一个目标而聚集在一起的年轻人;我们时常出去聚会，嗨皮;但等到散场后，又回到了应有的孤寂～白天，可以去渔女，公园，九州城，免税店等等都是不错的地方～

人常说，一个时代会有一个时代的代表;而我在这个曾经为之奋斗的地方，也时常会想起曾经相识的人，走过的地方，看过的风景;有时候，听着当时的流行歌曲，也会感伤;也会自嘲一笑;还有那公车到站的粤语提醒，还有那想见却永远没见的人;一篇篇，一幕幕久久回荡在脑海;早晨的肠粉，中午的餐饭，下午的炒粉，晚上的烧烤;好像味道还回味在口中一样～人，只有在对自己真诚的人的眼里，才会感觉到亲切;而我，也着实喜欢这座城市带给我家一样的温暖感觉～

在这短暂而悠长的时光里，我成长了很多，也磨砺了很多;正是因为思想的成熟，阅历的增长，我选择了离开;去寻找属于自己的新的天地，新的开始，新的征程～

其实，无论走过多少地方;都不重要～

http://www.sdhctg.com/ http://www.lwtugongbu.com/

重要的是你从中得到什么～知识～阅历～思想～??????

每个人，在人生的道路上;难免遇到挫折困苦，也难免会因为一些因素而错失机缘～

不可能因为一时的艰难险阻而放弃将要来临的幸福～

也不可能因为一时的过失而自暴自弃颓废一生～

人，应该用豁达的心态来迎接下一秒的新鲜时光;而不是沉溺在上一秒的懊恼当中～

每个人的路，都在自己的脚下;只有自己醒悟才能把未来的路走好，反之只会让错误延续到未来，从而影响以后的健康生活～

即便曾经的时光再美好，那也只是人生道路上的一段插曲;没必要去纠结当时的愕然，愚昧～就像我，从来不对上一秒的事情产生情绪一样～

一切都是恬淡的样子，顺其自然比什么都好～

对于未来，只要真诚的去善待身边的所有;我相信，未来的时光，也该是你想象的模样～

蒲公英

2015.12.13

家乡的茶籽林

http://www.sdjjqzjx.com/ http://www.yinuofuhua.com/

坐落在戴云山脉西麓的高才坂，属亚热带季风气候区，夏无酷暑，冬无严寒，日照充足，雨量充沛，山区丘陵满地尽是红壤土，非常适宜茶籽树的生长。高才坂种植小果油茶有着悠久的历史，是远近闻名的茶籽油之乡。

家乡高才坂，一年四季茶籽林郁郁葱葱，枝繁叶茂。村头的亭后坑、银珠垄、赤土岭、牛脊崎，村尾的庵墘头、虎坪林、下淂，村庄对岸的牌匾山、坑里、墘头、下坋、坑柄里等等，山坡上，山坳里，道路边，田边地头，屋后山边，漫山遍野到处是一片连着一片的茶籽林。那里是我儿时与伙伴们捉迷藏、摘茶苞、采茶菇、捡茶籽的地方。

每当春风拂来，几场淅淅沥沥的春雨之后，唤醒沉睡了一个冬季的茶籽树林。老茶树开始发出新枝，抽出嫩芽，嫩芽吐露出嫩红嫩红的叶片，转眼间，嫩红的叶片又变成稚嫩的绿叶。整片茶籽林绿浪涛涛，层层叠叠，在家乡群山环抱的山腰上，形成一道翠绿的屏障。清明节后，儿时的我常与伙伴们在嬉戏玩耍的同时，十分注意寻找茶籽树梢上的“茶苞”，这是一种生长在茶籽树上的果实，果熟时表面会脱去一层薄如蝉翼的白皮，淡绿色的形似胖胖的寿桃，中空，果瓤可以食用，果肉脆而汁多，清甜爽口。“茶苞”是儿时伙伴们最喜欢的果实，从茶籽树上摘下，在袖口上来回擦几下，脱去表层酥松的外皮，馋猫似地往嘴里塞，津津有味地品尝着大自然恩赐的美食，这是我与伙伴们喜欢到茶籽林玩耍的原因之一。

秋季来临，茶籽树上挂满了青色中夹杂着褐色的茶籽果，茶树枝被压弯下垂，这是村民一年的希望。全村的村民这时节荷锄上山为茶籽林锄草，将林地里各种杂草锄掉，并填埋在茶籽树头下作为有机肥，锄后的茶籽林寸草不留。这是家乡当地的传统习惯，很少采撷树上的油茶果，而是在锄得干干净净的林地上捡茶籽。村民在锄草中，时常发现茶籽林里长的一种真菌——茶树菇，菇伞灰色如碗口大，菇腿灰白色很长，采摘回家煮汤或煮米粉汤味道极其甜美。

清爽的秋风送来百花仙子的柔情蜜意，吹开了丹桂的花骨朵，让神州大地香气四溢的同时，茶籽树也毫不犹豫地绽放自己的花朵，展示自己最妖艳的容貌，一夜之间，漫山遍野的茶籽林中雪白的油茶花盛开了，白色花朵中间吐露出金黄色的花蕊，散发出沁人心脾的芬芳，茶籽林变成一片白色的花海。成群的蜜蜂“嗡嗡嗡”在花丛中飞来飞去，落在金黄色的花蕊中不知疲倦地采蜜，也为油茶花义务传授花粉，为明年茶籽树挂果立下汗马功劳。儿时，我和伙伴们像一群快乐的小蜜蜂，一头扎

http://www.sdhctg.com/ http://www.lwtugongbu.com/

进茶籽林里，一边观赏着洁白娇艳的油茶花，一边折一根抽去内心的赤蕨杆当吸管，插入金黄色的花蕊中，轻轻一吸，芬芳甜美、味道香醇的花蜜便进入口中。我们小心翼翼地攀下茶树枝，如痴如醉地在一朵又一朵的油茶花中滋滋有声吮吸着花蜜，比供销社卖的硬糖粒还要甜美十倍。

到了秋高气爽的秋末，山区空气相对干燥，白天依然烈日炎炎，可夜晚却出现霜冻，昼夜温差很大。这时，茶籽树上的茶籽果由原来的青色转瞬间全部变成深褐色，已经熟透的茶籽果一颗颗裂开大嘴，露出大嘴里油光发亮的油茶籽。阵阵秋风送爽，茶籽树梢随风摇曳，催促油茶籽快快离开树梢，洒脱地坠落在村民锄得干干净净的地板上，几天时间，茶树林的地面上便铺上一层深褐色的油茶籽。此时的茶籽林沸腾了，满怀丰收喜悦的村民，发动全村男女老幼一起上山捡收油茶籽，大家一边欢快地捡着，一边大声地说笑着，这边有母亲唤儿声，那边有青年男女对歌声，茶籽林里飘出一阵阵欢乐的笑声。这笑声就像嘹亮的集合号角，将满地的油茶籽在愉快的气氛中快速聚结起来，坚定果断地跟随村民进入农家大院。(

油茶籽从开花、授粉、结果到成熟落地，经历了秋、冬、春、夏、秋五个季节的阳光雨露，尽吸天然养分，天地精华，营养极高，是纯天然的绿色食品。村民视油茶籽为农家之宝，及时晒干，装筐储藏，等待冬闲之时送到榨油坊加工成金黄色的茶籽油。

范文四：企业部门英文翻译

总公司 Head Office

分公司 Branch Office

营业部 Business Office

人事部 Personnel Department

(人力资源部)Human Resources Department

总务部 General Affairs Department

财务部 General Accounting Department

销售部 Sales Department

促销部 Sales Promotion Department

国际部 International Department

出口部 Export Department

进口部 Import Department

公共关系 Public Relations Department

广告部 Advertising Department

企划部 Planning Department

产品开发部 Product Development Department

研发部 Research and Development Department(R&D)

秘书室 Secretarial Pool

公司部门

组装车间 Assembly Shop

总务部 General Affairs Department

总经理室 General Manager

总经办 Office of General Manager

总公司 Head Office

分公司 Branch Office

自动测试部 Division of Auto Testing

中期试验部 Division of Pilotscale Testing

质量总监 Quality Administration

质量管理部 Division of Quality Management

制造总部办公室 Office of Manufacturing Headquarter

制造总部 Department of Manufacturing

制造工程部 Division of Manufacturing Engineering

运营商本部 Department of Operating Agents Management

营业部 Business Office

营销总部 Headquater of Marketing & Sales

研发制造本部 Department of R&D and Manufacturing

研发一本部硬件开发部 R&D Department I, Hardware Division

研发一本部软件开发一部 R&D Department I, Software Division I

研发一本部软件开发二部 R&D Department I, Software Division II

研发一本部 R&D Department I

研发三本部硬件开发部 R&D Department III, Hardware Division

研发三本部软件开发一部 R&D Department III, Software Division I

研发三本部软件开发二部 R&D Department III, Software Division II

研发三本部 R&D Department III

研发六本部硬件开发部 R&D Department VI, Hardware Division

研发六本部软件开发部 R&D Department VI, Software Division

研发六本部 R&D Department VI

研发二本部硬件开发部 R&D Department II, Hardware Division

研发二本部软件开发部 R&D Department II, Software Division

研发二本部 R&D Department II

研发部 Research and Development Department(R&D) 行政总部 Headquarter of Administration

行政督察部 Division of Administration and Supervision

信息实战学院 Institute of Information Practical Exercise

信息部 Division of Information

新产品导入中心 New Products Intro Center

销售计划部 Division of Sales Planning

销售管理部 Division of Sales Management

销售部 Sales Department

物料供应部 Division of Material Supplying

物料部 Material Control Dept.

五金区 Metal part Block

维修中心 Maintenance Center

外观设计部 Division of Appearance Design

投资证券部 Division of Investment Securities

数码制造部 Division of Digital Products Manufacturing

数码研发部 Division of Digital Products R&D

数码事业部 Division of Digital Technologies

售后服务部After-sale Service Department

市场战略委员会 Committee of Marketing Strategy

市场研究部 Division of Market Research

市场策略部 Division of Marketing Strategy

市场部 Marketing Department

市场本部 Department of Marketing

生产一部 Production Division I

生产技术本部 Department of Production Technologies

生产二部 Production Division II

生产部 Production Dept.

审计监察部 Division of Auditing & Supervision

商务部 Division of Business

人事部 Personnel Department

人力资源部 Human Resources Department

人力资源部 Division of Human Resources

区域营销本部 Department of Regional Marketing & Sales

区域数码营销部 Division of Regional Digital Products Sales

企划部 Planning Department

平面设计部 Division of 2D Design

品质检验区 Q.C. Inspection

品管部 Quality Control Department

品管部 Quality Control Dept.

南中国区运营部 Division of Operating In Southern China

南商务助理 Assistant Business Manager in Southern China

南高级商务经理 Senior Business Manager in Southern China

内蒙分厂 Branch Factory in Nei Meng Province

秘书室 Secretarial Pool

秘书处 Secretariat

来料品控部 IQC Division

来料检验区 Incoming Part Inspection

客户关系部 Division of Customer Relationship

客户服务部 Division of Customer Service

客户服务本部 Department of Customer Service

进口部 Import Department

结构设计部 Division of Structural Design

技术发展委员会信息课 Division of Information, Technologies Development Committee 技术发展委员会 Committee of R&D

会议室 Meeting Room

会计部 Division of Accounting

呼叫服务中心 Call-in Service Center

黑坯周转区 Raw Material Block

国际业务一部 Intl. Business Division I

国际业务二部 Intl. Business Division II

国际事业本部 Headquarter of International Business

国际部 International Department

广告部 Advertising Department

管理部 Division of Management

管理本部 Department of Management

供应链管理本部 Department of Supplier Link Management

公司顾问 Consultant

公共关系 Public Relations Department

工业设计本部 Department of Industrial Design

分公司 Subcompany

灯罩区 Glass-shade Block

待料区 Transition Area

促销部 Sales Promotion Department

出口部 Export Department

成品区 Fininshed Product Area

成品D 区 Block D

成品C 区 Block C

成品B 区 Block B

成品A 区 Block A

产品开发部 Product Development Department

策略部 Division of Strategy Analysis

策略本部 Department of Strategy Research

采购部 Purchasing(Procurement) Department

财务部 General Accounting Department/Financial Dept./Division of Finance

财审总部 Headquarter of Financial Auditing

财审部 Division of Financial Auditing

品工程部 Division of Component Engineering

北中国区运营部 Division of Operating In Northern China

北商务助理 ASsistant Business Manager in Northern China

北高级商务经理 Senior Business Manager in Northern China

包装区 Packing Block

包装材料区 Packing Material Block

半成品区 Half-Product Block / semi-product

办事处 Office

PMC 部 PMC Division

B 拉 Section B

A 拉 Section A

岗位职称

董事 Director

业务经理 Business Manager

(计算机) 硬件工程师 Hardware Engineer

安全人员Security Officer

办公室助理 Office Assistant

办事处财务负责人 Financial Principal in the Office

办事处代主任 Subrogating Director of the Office

办事处负责人 Principal of the Office

办事处副主任 Deputy Director of the Office

办事处客服负责人 Principal of the Customer Service in the Office

办事处主任 Director of the Office

包装设计师 Package Designer

保安人员 Securities Custody Clerk

保险公司理赔员 Insurance Actuary

报副主编 Deputy Chief Editor

本部副总经理 Assistant General Manager of the Department

本部总经理 General Manager of the Department

本部总经理高级助理 Senior Assistant of G.M. of the Department

本部总经理助理 Assistant of G.M. of the Department

部长 Secretary

部长助理 Assistant Secretary

部门负责人 Division Principal

部门经理，科长 Section Manager

财务报告人 Financial Reporter

财务经理 Fund Manager

财务主任 Financial Controller

财务总监 Financial Controller

采购进货员Purchasing Agent

采购员 Buyer

采矿工程师 Mining Engineer

测量员 Surveyor

产品工程师 Production Engineer

常务副总经理 Administrative Assistant General Manager

厂长Plant/ Factory Manager

厂长Production Manager

乘客票位预订员Passenger Reservation Staff

出纳员Cashier

打字员Clerk Typist/Typist

代部长 Subrogating Secretary

导游Tourist Guide

低级文员（低级职员）Junior clerk

地区经理Regional Manger

第一副部长 The 1st Deputy Secretary

电传机操作员Telex Operator

电话接线员、话务员Telephonist / Operator

电脑程序设计师Programmer

电气工程师Electrical Engineer

电讯（电信）员Telecommunication Executive

店员、售货员Sales Clerk

董事长Chairman of the Board

法律顾问Legal Adviser

翻译核对员Translation Checker

翻译员Translator

饭店经理Restaurant Manager

房地产职员Real Estate Staff

分公司财务代经理 Subrogating Financial Manager in the Subcompany

分公司财务负责人 Financial Principal in the Subcompany

分公司财务经理 Financial Manager in the Subcompany

分公司常务副经理 Administrative Assistant Manager of the Subcompany

分公司代(副）经理 Subrogating Manager of the Subcompany

分公司代总经理 Subrogating G.M. of the Subcompany

分公司负责人 Principal of the Subcompany

分公司副总经理 Assistant G.M. of the Subcompany

分公司经理 Manager of the Subcompany

分公司经理助理 Assistant of Manager in Subcompany

分公司总经理 G .M. of the Subcompany

服务部经理Service Manager

副部长 Deputy Secretary

副厂长Assistant Production Manager

副经理Assistant Manager

副经理Sub-Manager

副课长 Deputy Setion Chief

副院长 Deputy President

副主任 Deputy Director

副总工程师 Assistant Chief Engineer

副总经理 Assistant General Manager

副总经理 Deputy General Manager

高级顾问Senior Consultant/Adviser

高级雇员Senior Employee

高级会计Senior Accountant

高级秘书Senior Secretary

高级文员（高级职员）Senior Clerk

高中级管理人员executive

工程技术员Engineering Technician

公关部经理Manager for Public Relations

公司总经理助理 Assistant of G.M. of the Company

管理顾问 Management Consultant

广告工作人员Advertising Staff

广告文字撰稿人 Copywriter

国际销售员International Sales Staff

航空公司定座员Airlines Sales Representative

航空公司职员Airlines Staff

化学工程师Chemical Engineer

会计部经理 Accounting Manager

会计部职员Accounting Stall

会计主管Accounting Supervisor

会计助理Accounting Assistant

机械工程师Mechanical Engineer

计算机处理操作员 Processing Operator

计算机工程师 Computer Engineer Computer

计算机软件工程师Software Engineer

计算机系统部经理 Computer System Manager

计算机资料输入员 Computer Data Input Operator

记帐员Accounting Clerk

技术编辑Technical Editor

技术翻译Technical Translator

技术工人Technical Worker

技术员Technician

监管员Supervisor

见习护士Practice Nurse

见习课长 Practice Section Chief

建筑师Architect

教务长 Dean

接线生（接线员）Receptionist

进口部经理 Import Manager

进口联络员Import Liaison Staff

经济助究助理Economic Research Assistant

经理Manager

客服中心代经理 Subrogating Manager of Customer Service Center

客服中心副经理 Assistant Manager of Customer Service Ceter

客服中心经理 Manager of Customer Service Center

课长 Section Chief

课负责人 Section Leader

口语翻译Interpreter

领班，组长Foreman

买手（商人）Merchandiser

贸易财务主管Trade Finance Executive

秘书Secretary

秘书助理Secretarial Assistant

培训部经理Trainee Manager

品质控制员（质量检查员）Quality Controller

区域营销本部副总经理 Assistant G.M. of the Department of Regional Marketing & Sales

区域营销本部市场助理 Assistant of Marketing & Sales, Department of Regional Marketing & Sales

区域营销本部总经理 G .M. of the Department of Regional Marketing & Sales

区域营销本部总经理助理 Assistant of G.M. Department of Regional Marketing & Sales 区域助理高级经理 Regional Assistant Senior Manager

人事部经理Personnel Manager

人事部职员Personnel Clerk

软件工程师： Software Engineer

审计长General Auditor

生产部经理Product Manager

生产线主管Line Supervisor

生产员工Manufacturing Worker

市场部办公室主任Marketing Officer

市场部经理Marketing Manager

市场部主任 Marketing Executive

市场调研部经理Marketing Representative Manager

市场分析员Market Analyst

市场开发部经理Market Development Manager

市场销售部经理Marketing Manager

市场销售员Marketing Staff

市场助理 Assistant of Marketing & Sales

熟练技工Skilled Worker

数码大区经理 Manager of Major Customer Service in Digital Products

数码营销部经理 Manager of Digital Products Marketing & Sales 私人秘书Private Secretary

速记员Stenographer

同声传译员Simultaneous Interpreter

土木工程师 Chemical Engineer/ Civil Engineer

推售部经理Promotional Manager

推销员Salesman

外汇部核算员F.X. Settlement Clerk

外汇部职员F.X. (Foreign Exchange)Clerk

外贸业务员 Export Business Rep.

外销部经理 Export Sales Manager

外销部职员Export Sales Staff

外销员 Export Sales Staff

维修工程师Maintenance Engineer

文书打字兼秘书 Clerk Typist & Secretary

文字处理操作员Wordprocessor Operator

系统操作员Systems Operator

系统工程师Systems Engineer

系统顾问Systems Adviser

项目策划人员Project Staff

项目经理 Project Manager

项目经理助理 Assistant of the Project Manager

销售部经理Sales Manager

销售代表Marketing Representative

销售代表Sales Representative

销售代表Seller Representative

销售工程师Sales Engineer

销售计划员Sales and Planning Staff

销售监管Sales Supervisor

销售经理 Sales Manager

销售协调人Sales Coordinator

销售员Salesperson

销售主管Marketing Executive

销售主管Sales Executive

销售主任 Sales Executive

销售助理Marketing Assistant

销售助理Sales Assistant

校对员Proof-reader

写字楼助理（办事员）Office Assistant

信差（邮递员）Messenger

行政办事员Administrative Clerk

行政董事Executive Director

行政董事Managing Director

行政经理Administration Manager

行政秘书Executive Secretary

行政人员Administration Staff

行政主管Administrator

行政助理Administrative Assistant

学徒Apprentice

学校注册主任School Registrar

研究开发工程师Research ＆.Development Engineer 业务经理Business Manager

业务经理Operational Manager

业务主任Business Controller

音乐教师Music Teacher

银行高级职员Trust Banking Executive

应用工程师Application Engineer

英语教师 English Instructor/Teacher

营业代表Sales Representative

硬件工程师： Hardware Engin

邮政人员Postal Clerk

招聘协调人Recruitment Co-ordinator

证券分析员Bond Analyst

证券交易员Bond Trader

执行副总裁Executive Vice-President

职员/接待员Clerk/Receptionist

职员clerk

职员Office Clerk

制造工程师Manufacturing Engineer

质量管理工程师Quality Control Engineer

质量总监 Majordomo of Quality Assurance

主管Supervisor

主任 Director

主任Manage

助理经理 (副经理)Assistant Manager

专业人员Professional Staff

资本运营总监 Majordomo of Capital Operation

总部副总经理 Assistant General Manager of the Headquarter 总部副总经理助理 Assistant of Vice G.M. of the Headquarter 总部总经理 General Manager of the Headquarter 总部总经理助理 Assistant of G.M. of the Headquarter 总裁President (Am E.)

总工程师 Chief Engineer

总工程师Chief Engineer

总管Supervisor

总会计主任 Chief Accountant

总经理 General Manager/ President

总经理Executive Manager

总经理办公会秘书 Secretary, Office of General Manager 总经理高级秘书 Senior Secretary of G.M.

总经理秘书 Secretary of G.M./ Manager's Secretary

商务办公类

一楼功能区：

1、VIP 休息室 VIP lobby

2、水吧 water bar

3、桑拿房 sauna room

4、恒温泳池 constant temperature swimming pool

5、健身房 gymnasium

二楼功能能区：

1、销售中心 sales center

2、智能展示厅aptitude exhibiting hall

3、斯诺克台球区 billiards area

4、洽谈区 bargaining area

三多功能贵宾厅：

休息厅 resting room

员工餐厅 staff dining room

干蒸 dry braising

机房 machine room

景观区 sight area

蒸湿 waterish braising

强电室 strong electrical room

弱电室 feebleness electrica room

男更衣室male dressing room

女更衣室 Female dressing room

更衣室 dressing room

销售部sales department

更衣室 Dressing Room

休息厅resting room

员工餐厅staff dining room

客服档案室 Customer File Room

监控中心 Guard Center

更衣室 Dressing Room

值班室 Room On Duty

卫生间 Toilet

客服中心主任 Customer Central Manager

男女卫生间:Men’s Room / Women’s Room

女更衣室 Womem’s Dressing Room

男更衣室 Men’s Dressing Room

工具间 Tools’ Room

值班室 Room On Duty

工程档案室 Project Records Room

总经理室 Manager’s Room

副总经理室Secondary Manager’s Room

人力资源部 HR Department

阅览室 Reading Room

茶水间 Storeroom

策划部 Planning Department

财务部Finance Department

财务档案室 Finance Record Room

管理中心 Management Center

运行中心 Function Center

客服中心 Customer Center

组装车间 Assembly Shop

总务部 General Affairs Department

总经理室 General Manager

总经办 Office of General Manager

总公司 Head Office

分公司 Branch Office

自动测试部 Division of Auto Testing

中期试验部 Division of Pilotscale Testing

质量总监 Quality Administration

质量管理部 Division of Quality Management

制造总部办公室 Office of Manufacturing Headquarter

制造总部 Department of Manufacturing

制造工程部 Division of Manufacturing Engineering

运营商本部 Department of Operating Agents Management

营业部 Business Office

营销总部 Headquater of Marketing & Sales

研发制造本部 Department of R&D and Manufacturing

研发一本部硬件开发部 R&D Department I, Hardware Division

研发一本部软件开发一部 R&D Department I, Software Division I

研发一本部软件开发二部 R&D Department I, Software Division II

研发一本部 R&D Department I

研发三本部硬件开发部 R&D Department III, Hardware Division

研发三本部软件开发一部 R&D Department III, Software Division I

研发三本部软件开发二部 R&D Department III, Software Division II

研发三本部 R&D Department III

研发六本部硬件开发部 R&D Department VI, Hardware Division

研发六本部软件开发部 R&D Department VI, Software Division

研发六本部 R&D Department VI

研发二本部硬件开发部 R&D Department II, Hardware Division

研发二本部软件开发部 R&D Department II, Software Division

研发二本部 R&D Department II

研发部 Research and Development Department(R&D) 行政总部 Headquarter of Administration

行政督察部 Division of Administration and Supervision

信息实战学院 Institute of Information Practical Exercise

信息部 Division of Information

新产品导入中心 New Products Intro Center

销售计划部 Division of Sales Planning

销售管理部 Division of Sales Management

销售部 Sales Department

物料供应部 Division of Material Supplying

物料部 Material Control Dept.

五金区 Metal part Block

维修中心 Maintenance Center

外观设计部 Division of Appearance Design

投资证券部 Division of Investment Securities

数码制造部 Division of Digital Products Manufacturing

数码研发部 Division of Digital Products R&D

数码事业部 Division of Digital Technologies

售后服务部After-sale Service Department

市场战略委员会 Committee of Marketing Strategy

市场研究部 Division of Market Research

市场策略部 Division of Marketing Strategy

市场部 Marketing Department

市场本部 Department of Marketing

生产一部 Production Division I

生产技术本部 Department of Production Technologies

生产二部 Production Division II

生产部 Production Dept.

审计监察部 Division of Auditing & Supervision

商务部 Division of Business

人事部 Personnel Department

人力资源部 Human Resources Department

人力资源部 Division of Human Resources

区域营销本部 Department of Regional Marketing & Sales

区域数码营销部 Division of Regional Digital Products Sales

企划部 Planning Department

平面设计部 Division of 2D Design

品质检验区 Q.C. Inspection

品管部 Quality Control Department

品管部 Quality Control Dept.

南中国区运营部 Division of Operating In Southern China 南商务助理 Assistant Business Manager in Southern China 南高级商务经理 Senior Business Manager in Southern China 内蒙分厂 Branch Factory in Nei Meng Province

秘书室 Secretarial Pool

秘书处 Secretariat

来料品控部 IQC Division

来料检验区 Incoming Part Inspection

客户关系部 Division of Customer Relationship

范文五：工程管理英文翻译

英文翻译

姓名：王婵娟

学号：1102090218

指导教师：白芙蓉

专业：工程管理

班级：1102班

时间：2015年4月25日

工程管理系

英文翻译评价表

注：此表与翻译文本一起装订

英文原文

Title ：Do Buyer Incentives Work for Houses during a Real Estate Downturn? Kenneth W. Soyeh & Jonathan A. Wiley & Ken H. Johnson

Published online: 31 October 2012

# Springer Science+Business Media New York 2012

Abstract

The impact of incentives on marketing duration is examined for residential real estate using data from the Multiple Listing Service during a real estate downturn.The focus is on incentives offered directly by sellers to potential homebuyers. The evidence suggests that incentives are not capitalized into the selling price during the softened market conditions. Alternatively, incentives are found to have a significant reduction in marketing time, however this is found to be true only for closing costs and not for other incentive classifications. The benefit of reduced expected market time from offering incentives is quickly diminished when the seller initially overprices the listing by a large amount.

【Key words】Incentives; Brokerage; Residential;Transactions ;Overpricing

Introduction

In mid-2010, the Wall Street Journal reported a nationwide inventory excess in the U.S. housing markets of approximately 2.4 million units (Whelan 2010). The home ownership vacancy rate at the same point in time was 2.6 % for the nation. This was within 30 basis points of the highest level of vacancy since tracking this statistic began in 1956.1 There is no evidence that the effects of this recent supply shock have lessened in scale since then. Is it possible that this scale of excess supply of housing units intensifies competition among sellers and limits the potential benefits from aggressive pricing strategies and other buyer incentives?

The purpose of this study is to directly investigate this question. A better understanding of the efficacy of buyer incentives should help significantly as the nation’s excess housing inventory is cleared from the market. More specifically in this study, the impact of home seller incentives on marketing outcomes is examined using a sample of transactions from the Multiple Listing Service (MLS) dataset

in Boca Raton, Florida. The focus in this study is on the use of incentives offered by sellers directly to homebuyers, which are individually identified in the data collection. The primary interest is on the effectiveness of incentives and their ability to impact both property transaction price and property duration span. The sample period covers 2009 through 2011, which coincides with depressed real estate conditions in the subject market and is similar to market conditions around the country at the same time. Incentives for homebuyers come in a number of forms, including financing premiums,closing costs, credits for repairs, homeowner association (HOA) fees, home warranties, and others that include perks which are unrelated to the financing. The expected impact depends on which premium is proposed.

Financing premiums include interest rate buy-downs, such as discount points, or below-market financing in the form of assumable mortgages and seller financing. Potential homebuyers who use debt financing may be willing to pay a higher price for a property with financing premiums included, up to the amount of their individual valuation for that premium and subject to constraints of increased cash requirements for settlement at a higher price. An individual valuation of the financing premium will be less than the cost to the seller when the buyer has a household cost of capital that is greater than the interest cost on the mortgage debt or when the individual does not expect to hold the property for the duration of the mortgage term; both of which are likely to be the case given that mortgage debt is typically the lowest cost source of capital for a household and the expected holding period is often less than the term of the standard mortgage instrument. For these reasons, financing premiums are not expected to be fully capitalized into the selling price. If a seller offering financing premiums as incentives does not require a higher price, then the financing premium should result in a reduction in the expected marketing duration. The required price by the seller can be signaled through the listing price. If the listing price is increased substantially in combination with the financing premium, then the potential impact to the marketing duration is reduced in exchange for an attempt to capitalize the financing premium into the transaction price. The utility of the financing premium for buyers can be valuable during periods of high interest rates. However, weakened real estate market conditions tend to coincide with periods of low interest rates, which limits the potential effectiveness of financing premiums during real estate downturns. For the sample considered in this study, financing premiums do not appear to be offered at all as incentives for potential homebuyers.

By comparison, when a seller offers to pay some portion of the buyer’s closing costs, that amount is delivered at closing and undiscounted so that its valuation does not rely on an individual buyer ’s

discount rate. In addition, prospective homebuyers who do not use debt financing in the home purchase can benefit from the cash payment at closing. The benefit from closing costs is immediate and independent of the interest rate environment with appeal to a broader base of potential homebuyers, providing this concession with distinct advantages during weakened market conditions. During healthy market conditions, there is the potential to fully capitalize closing costs paid by the seller into the selling price when there are buyers who are constrained by the settlement cash required for closing. When the seller does not require that the closing costs are fully capitalized, the immediate cash advantage is available to all potential homebuyers and expected to reduce the marketing duration.During a downturn, there is increased price competition among sellers and it can be more difficult or impractical to price aggressively in an attempt to capitalize closing cost concessions —in which case the expected impact shifts to shorten the marketing duration for properties that are priced competitively.

Credits offered for repairs are often associated with deferred maintenance properties and those repairs may be necessary to obtain a competitive selling price. When the repair credits are appropriate to the necessary adjustment, the impact on price should be zero although marketing duration may be extended relative to properties that do not suffer from deferred maintenance.

HOA fees are similar to financing premiums in the sense that the valuation depends on the individual buyer, however the impact is expected to be much smaller since the offer is typically for the seller to pay HOA fees over a very short term, for example 1 or 2 years rather than for the life of the mortgage loan. If contributions toward HOA fees are offered in communities where fees are relatively high, then the expected impact is to achieve a similar price relative to competitive properties in communities where HOA fees are lower, rather than to sell at a higher price or reduce marketing durations.

Home warranties and many other perquisites, including personal property or vacations, can be classified as unrelated to the monthly mortgage payment and the cash required for settlement. These assets are often quite small when expressed as a percentage of the purchase price and can easily be purchased in the private market apart from the residential transaction, so the impact on selling price is limited. Incentives that do not directly relax the payment or settlement cash constraints have limited potential to increase the pool of interested home buyers at a given listing price and would not be expected to significantly reduce marketing duration unless the value of the asset offered is relatively high.

To consider the effectiveness of incentives in a depressed real estate market for the impact on both marketing duration and selling price, a three-stage model is developed to estimate the impact of incentives on price and duration span. In the first stage, the estimation is for the determinants of incentives being offered by sellers, including market conditions. In the second stage, the transaction price is estimated and the impact from the use of incentives is isolated, controlling underlying conditions relating to incentive selection. The third stage estimates the hazard model for marketing duration effects, if any, including the potential impact from incentives. The interaction between incentives and overpricing by sellers is also explored, and incentives are considered in separate categories to identify individual effectiveness.

The contributions of this study are to document that many conventional incentives fail to prove effective during a downmarket, that only closing cost concessions have any reliable impact, and that overpricing a property has the potential to entirely cancel the expected benefit from offering incentives.

A preponderance of the evidence suggests that incentives are not capitalized into the final transaction price; this is in contrast to the findings of Asabere and Huffman (1997) and Johnson et al. (2000) who conclude that seller paid concessions capitalize into the final transaction price when considering outcomes under favorable market conditions, although marketing mduration was not considered in those studies. Ferreira and Sirmans (1989) appears to be the only other study to consider the impact of incentives on marketing duration, although the consideration is for financing premiums which does not appear to be offered by sellers in the low interest rate environment considered in our study. Instead, it is closing cost incentives alone that are found to have an impact and their impact is to significantly shorten marketing spans during a downmarket, rather to affect the transaction price. The advantage to closing cost concessions is that it is a lump-sumat closing potentially expanding to the pool of buyers who are constrained by settlement cash, it potentially benefits all homebuyers including those who do not use debt financing, its valuation does not depend on an individual’s discount factor and the effectiveness is independent of the interest rate environment. Finally, the potential benefit from all incentives is quickly diminished as property listing price exceeds market expected listed price. The interaction between overpricing and incentives has not been previously considered.

The remainder of the study is organized as follows. The next section provides background and additional motivation for the study. This is followed with a section on data description and methodology. The last two sections discuss the results and provide concluding comments.

Background and Additional Motivation

In the very competitive market setting in which most sellers find themselves presently, there are three primary ways of attracting potential homebuyers. The first is to price the property competitively. The second method is to offer incentives to brokers. And the third, which remains a relatively unexplored area, is the opportunity for sellers to offer incentives directly to homebuyers. Consideration for the relevance of list price has been examined at length in the real estate economics literature. Related studies find that sellers often signal their motivation through many strategies including, but not limited to, setting the initial list price at or below market value for the property (Benjamin and Chinloy 2000). Along these lines, Haurin (1988) provides evidence that buyers often constrain their search to consider only properties within a narrowly-defined price range and for specific characteristics. The degree of overpricing thins out the volume of traffic from potential buyers and increases the probability of a lengthy marketing period (Springer 1996). A listing price that is too high also reduces the frequency of offers for a property (Green and Vandell 1994). The empirical evidence on whether selling broker incentives reduce marketing duration is mixed. Zorn and Larsen (1986) conducted a study on the incentive effects of flat-fee and percentage commissions for real estate brokers. The authors find that neither a percentage commission nor a flat-flee motivates a broker to increase his or her level of search for a potential buyer. In a related study, Anglin and Arnott (1991) find that the percentage commission contract performs poorly by failing to allocate risk and to provide broker incentives efficiently. They note further that a percentage commission influences a broker to expend less effort and bear greater risk. Munneke and Yavas (2001), among others, investigate how the difference in commission structures affects the performance of agents at full-commission firms (i.e., RE/MAX real estate agents) against those in traditional firms. At RE/MAX, brokers pay a fixed fee to the agency for office space, secretarial services and keep the full commission as opposed to splitting the commission with the agency in traditionalm firms. They find that the equilibrium selling price and the expected time it takes to sell a listed property through a full-commission agent and a traditional agent do not differ. Alternatively, Johnson et al. (2008) find that after controlling for self-selection issues properties marketed by full-compensation brokers (i.e. RE/MAX like brokers) sell at a slight premium and in significantly shorter marketing spans. Alternatively, Johnson et al. (2004) find that properties marketed by listing brokers sold at a reduced price and stayed longer on market when the selling brokers were offered

bonus incentives.

The influence of non-cash incentives for brokers to close a deal faster has also been the subject of investigation. Geltner et al. (1991) show that under a finiteduration listing contract, the broker’s search efforts to find a buyer will increase over time. They note that as the contract term declines, the agent’s effort level improves while their incentive to provide complete market information becomes weaker.Waller et al. (2010) share a similar view by advocating that a longer listing contract period given to the listing broker to sell a house will diminish broker effort, reduce search intensity and lead to a longer marketing time. A study by Miceli (1989), on the effects of listing contract length, finds that a limit on the duration of the listing contract can be effective in increasing broker effort. However, the author notes that the limitation brings with it a cost to the seller since the best efforts of the agent might not achieve a sale within the speculated time frame. Brastow et al. (2011) assert that if the listing contract term is too long, the broker may not exert effort until the contract is closer to expiration due to the fact that other contract listings that are about to expire soon might be put on the priority list of the broker.

The few studies that examine incentives offered to potential purchasers directly from sellers tend to focus exclusively on discount points and/or closing costs and how such concessions are capitalized into the selling price of a house. Ferreira and Sirmans (1989) consider financing premiums only and find that their announcement in the listing has a positive impact on the transaction price under favorable market conditions, and impacts only the marketing duration when conditions are not favorable to sellers. Asabere and Huffman (1997) consider both discount points and closing costs in a separate analysis and document that discounts points are capitalized into the selling price, but find no evidence that closing costs have an impact on the selling prices. Johnson et al. (2000) find that the total seller concessions, including both discount points and closing costs together, are entirely capitalized into the contract price. From the discussion in this section, it is apparent that much of literature on incentives has tended to concentrate on incentives to selling brokers with little consensus on their impact. However, the final decision to purchase a property is 38to establish a more direct linkage for the effectiveness of incentives. For the few studies that have focused on this connection, the evidence is for primarily financing premiums offered by sellers, which have lost favor in the present low interest rate environment. The research reported in the present study contributes to our understanding of the effectiveness of modern incentives when they are most needed, including during depressed market conditions and when

previously evaluated incentives (i.e., financing premiums) are unlikely to work. In addition, this study introduces analysis for the interaction between overpricing and the effectiveness of incentives which previously has not been considered.

Data and Methodology

Data

The data comes from the Multiple Listing Service (MLS) in Boca Raton, FL and includes a total of 2,689 observations of sold properties collected from November 15, 2009 through November 15, 2011. The data contains information on property characteristics, location and other seller attributes including, but not limited to, whether the property is a foreclosure, vacant, or the seller is “motivated ”. Table 1 presents variable descriptions and Table 2 presents summary statistics. From the sample, the mean transaction price is $414,689; the mean listing price is $459,055; and the average number of days on the market is 129 from list date to contract date. The average property contains 2,443 heated square feet and 63 % of the properties have a pool.

The variable of interest is Incentives, which is an indicator variable taking a value of one if there are phrases in the agent ’s comments viewable to internet searchers of the MLS referencing seller incentives being offered directly to potential buyers. Examples for the wording of such incentives include statements such as “seller pays closing cost”, “seller will offer credit for repairs”, “Association Fees to be paid by seller”, “seller offers home warranty assistance”, or “vacation trip for buyer”. The use of these incentive statements appear in 4.8 % of transactions. The variety among incentives offered have also been categorized into indicator variables such as Closing Costs, Credit for Repairs, HOA Fees, Home Warranty, or Other Incentives taking the value one if the incentives fall in any of these categories and zero otherwise. The Other Incentives indicator variable represents incentives such as vacation trips. The measurement for time on the market (TOM) is taken by differencing the entry date of the property (list date) and date of the status change to pending (contract agreement date). Motivated is a dummy variable taking the value one if there is wording in the Agent’s Comments which says something to the effect of “highly motivated seller”, “reduced-bring all offers”, “seller ready to relocate ”, “foreclosure proceedings initiated ”, or “property priced just below market value ”. These phrases are similar to phrases used in Glower et al. (1998) and Springer (1996) to represent motivated sellers. The Remodeled variable is an indicator variable that takes the value of one if there is wording such as “updated ”,

“remade ”, “everything new”, “house just redone” , “roof replaced/redone” or “ house remodeled” in the Agent ’s Comments. Degree of overpricing (DOP) is measured using the procedure described in Jud et al. (1996) by taking the differencebetween the natural logarithm of the list price of the property and the natural logarithm of the predicted price from a hedonic price model. Atypicality is measured using the method described in Haurin (1988) which takes the deviations from selected observable characteristics of each property from characteristics clevels common in the area and then sums all deviations using a hedonic price equation.

中文翻译

如何在房地产低迷时期激励购房者?

肯尼斯·W ·索尼&乔纳森·A ·威利和肯·H ·约翰逊

发表:2012年10月31日纽约2012 # 斯普林格科学+商业媒体

摘要

我们可以通过在房地产低迷期的多重上市数据得出，激励机制持续地影响着营销市场。其中卖家为潜在购房者提供的直接激励是最重要的。据称，在销售价格软化市场条件下，激励机制并不能被资本化。另外，我们还发现激励可以明显减少营销时间。然而，这种现象只适用于闭合成本，并不是用于其它激励方式。当卖方溢价过高时，通过激励减少市场预期时间的收益会很快减少。【关键字】激励；经纪公司；住宅；事务；定价过高

介绍

在2010年中期，据《华尔街日报》报道，美国全国房地产市场库存过剩约240万单元（蕙兰在2010年发表) 。住房空置率为2.6%，这近30个基点空置率从1965年一月跟踪统计以来的最高值。据称，这种供给冲击的影响没有减少。原因可能是卖房之间对住房供应过盛的竞争或是限制激进激励的潜在好处和其它买家激励的作用。

在这项研究中，房屋卖方激励的市场影响可以从佛罗里达州的博卡拉顿数据集得出结果。本研究的重点在卖方直接给买方的注重个体数据采集的激励措施。这些研究主要是对激励有效性、对房地产交易价格及持续时间的影响进行分析。数据样本覆盖了从2009年到2011年，分析全国房地产低迷时期市场状况。购房奖励有多种方式：融资费、手续费、信用修正，房屋所有税、家庭担保，还有其它与非融资津贴。房地产预期效果取决于溢价。融资费用包括利率购买起伏，如折扣点，或低于市场融资的形式承担的抵押贷款和卖方融资。潜在的购房者使用债务融资可能愿意支付更高的价格为房地产融资，而房地产融资的费用包括了个人的估值溢价和受增加现金需求约束结算。因为以上原因，融资费预计不会完全资本化为销售价格。如果卖家提供融资溢价作为激励手段不需要更高的价格, 那么融资溢价应该导致减少预期销售时间。所需的价格由卖方可以通过上市价格表示。如果上市的价格与融资溢价的组合大大增加，然后对营销的持续时间的潜在影响是在试图利用融资费为成交价格交易所降低。买家融资溢价的效用在高利率时期有价值。然

而, 削弱了房地产市场状况往往伴随着时间的低利率, 这限制了潜在的融资费用在房地产低迷的有效性。对于本研究中考虑的样本，融资保险费不会出现，而将作为激励提供所有潜在购房。相比之下, 当卖方提供支付买方关闭一部分成关闭或未完全关闭, 这样它的估值并不依赖于单个买方贴现率。此外, 潜在购房者不使用债务融资，可以通过现金支付的形式在交易结束。而交易费用的好处是立竿见影的，它可以在低迷的市场条件和广泛的基础利率使用的环境下，独立并且吸引着潜在置业者。在正常的市场条件下，充分利用由卖家支付，而买家需要进行收盘资金结算，这个过程制约整个收盘销售额成本价格。当卖方不要求关闭成本完全资本化，将眼前的现金优势提供给所有潜在的购房者，减少预期营销持续时间。在经济低迷时期, 部分卖家价格竞争增加, 通过不切实际的价格来达到试图关闭成本。这样的关闭成本缩短预期的营销时间。由此可以看出，价格在缩短营销时间的过程中，具有很大的竞争性。

提供信用修理往往与延迟维护，和获得一个具有竞争力的销售价格是相互关联的。当维修优惠进行必要的适当调整，对价格的影响应该是零。虽然营销持续时间可能延长，但是它不受到延迟维护。

HOA费（服务费）类似于融资估值溢价, 取决于个别买家, 但是影响预计要小得多，提供的是典型的卖方支付服务费，在很短的时间，例如1或2年，而不是出于对抵押贷款的生活。如果为HOA 费比所在社区里的收费了，那么预期影响和其拥有类似的价格但HOA 费低的社区具有竞争，这个竟争不是卖更高的价格或降低营销的持续时间。

国内担保和其他许多包括个人财产或假期的额外津贴, 可以分为每月的按揭付款和无关所需的现金结算。这些资产通常是非常小的表示为购买价格的百分比, 可以很容易地购买私人市场除了住宅以外的交易, 其对销售价格的影响是有限的。激励不直接放松支付或制约资金结算。在一个给定的上市价格增加置业的兴趣，该资产提供相对较高，同时预计不会显著降低（除提供的资产价值相对较高）营销时间。

在低迷的房地产市场，考虑到激励的在销售时间和销售价格的有效性影响，研制了一种三阶段模型估计影响激励对价格和时间跨度。在第一阶段, 估计卖家的促销手段的决定因素, 包括市场环境。在第二阶段, 交易价格估计, 控制相关基础条件选择的动机。第三阶段，营销的风险模型估计，包括激励措施的潜在影响和持续时间的影响。相互激励之间在探索中定价过高, 和被认为是确定个体的有效性。对卖方激励和溢价之间的相互作用进行了探讨，通过的类别激励机制来确定个体有效性。

本研究的贡献是证明许多传统的激励无法在低端市场被证明是有效的，只收成本的优惠没有任何可靠的冲击，而溢价财产有可能完全取消预期的效益提供激励。一个有力的证据显示激励资本化没有成为最终成交价格；这与艾斯贝尔、尤费和约翰逊得出的结论恰恰相反。他的结论是，当在有利条件下时，卖方把优惠作为最终成交价格，尽管营销持续时间在这些研究中没有被考虑到。费瑞尔和斯尔曼的研究为数不多考虑到激励对营销持续时间影响的研究，虽然他考虑的融资溢价似乎不是由卖方提供的低端市场环境的研究。相反，它被发现缩小成本激励对人有影响，其影响是显著缩短营销在低端市场跨越，而不是去影响交易价格。成本优势的缩小和可能扩大买家都受制于结算现金, 它潜在的好处所有购房者包括那些不使用债务融资, 这某人估值并不取决于个人的折现系数和独立的具有有效地环境。最后, 所有的潜在利益激励是迅速减少，物业挂牌价格超过市场预期的上市价格。定价和激励之间的相互作用还没有被先前的考虑。

研究的其余部分组织如下。下一节提供了研究背景和额外的动力。这是部分数据描述和方法论。最后两个部分讨论结果并提供结论意见。

背景和额外的动机

在竞争非常激烈的市场环境中, 发现大多数卖家, 有三种主要的方式来吸引潜在的购者。首先是房地产价格有竞争性质。第二种方法是激励券商措施。第三, 这仍然是一个相对较新的领域, 为卖家提供激励，直接向购房者有机会。考虑列表价格的考虑，细研究了房地产经济学文献。相关的研究发现, 卖家通常信号通过许多策略包括他们的动机, 以下为物业的市场价值设定初始定价（本杰明和采奴在2000发表）。沿着这些线路，哈瑞尔在(1988年) 提供证据表明，买家往往限制了他们的搜索考虑中的狭义的价格范围和特定的特性。定价过高的程度稀释潜在买家的数量和增加一个漫长的销售期的概率（1996斯普林格）。上市价格太高了也减少了提供的频率(格瑞和威瑞思在1994年) 。销售代理是否减少营销时间的经验证据是复杂的。佐恩和拉森(1986)进行了一项关于固定费用和佣金比例的房地产经纪人的激励效应研究。作者发现佣金比例和激励都不能提升他们寻找潜在客户的热情。在一个相关的研究中, 甘兰和阿诺特(1991)发现未能分配比例的佣金合同执行不佳、不能规避风险和有效地提供激励。他们还指出, 佣金比例会影响代理消耗更少的努力和承担更大的风险。

米尼克和雅牙等人在（2001年），探讨佣金结构差异如何影响不是传统形式的权委托代理公司（即RE/ MAX地产代理商）。在RE/ MAX中，经纪人支付一定的费用给代理机构，并为其提供办公空间，秘书服务，经纪人保持全权委托而不是和传统企业的机制一致进行佣金分裂。他们发现，均衡的销售价格和预期的时间出售上市地产，通过全代理与传统的代理没有不同。另外，

约翰逊等人在2008年发现，在控制自我选择的问题后，当出售时有轻微溢价和显著缩短营销跨越需全额补偿销售经纪人（如RE / MAX经纪人）。另外，约翰逊等人在2004年，发现挂牌代理通过减价或在市场上长时间停留而出售的，销售的经纪人还会提供奖金激励机制。

通过非现金激励的影响，促进经纪人成交速度也被作为调查的主题。杰尼等人（在1991 年) 表明, 在一个有限的时间上市中合同, 经纪人通过努力寻找买家来增加时间。他们注意到，随着合同期内下降，代理人的努力水平提高, 而他们的动机提供完整的市场信息变得较弱。W 威力等人（2010年）所崇尚有着相似的观点，即一个较长的上市合约期清单代理卖房子也会减少代理工作, 减少搜索强度和导致更长的营销时间。然而，笔者注意到，限制卖方带来的成本，由代理人的努力可能无法达到规定的时限内销售。布诺斯顿等人(在2011年) 声称, 如果上市合同期限太长, 经纪人可能不会着力努力直到合同更接近期满。由于这样的事实，经纪人会对于上市期被代理商进行优先级列表。一些研究提供了直接的潜在买家，卖家的激励往往把重点放在专门的折扣点和/或关闭的成本，这样的优惠，资本化为一所房子的销售价格。费雷拉和舒文（在1989年）认为考虑融资费和公告在上市交易的有积极的影响。根据良好的市场价格条件的影响，和持续时间只有当条件是有利的营销不利的卖家。艾黑斯和霍夫曼在（1997年）同时考虑折扣点和关闭成本，将他们进行一个单独的分析和文件。折扣点资本进入的售价，但没有证据表明，交易费用对销售价格的影响。约翰逊等人在（2000年）发现，完全的卖家让步，包括折扣点和关闭成本，是完全合同价格资本化。

在本节中讨论, 很明显发现大部分文献激励往往专注于激励销售经纪人，但发现这种激励没有达到共识的影响。然而, 最后的决定是由买方购买房产。卖家直接向买家提供的激励措施有可能为激励提供更有效和直接的联系。大部分研究都集中在这个联系下，目前市场已经失去了在当前的低利率的优势，由卖方主要提供融资保险费的证据。这项目前的研究有助于我们理解现代激励机制的有效性，包括在低迷的市场条件下，当先前的评估激励机制（即，融资费）中不可能的工作。此外，本研究引入了分析定价过高和激励先前未考虑的有效性之间的相互作用。数据和方法

数据

数据来自于多重上市服务(MLS)在佛罗里达州博卡拉顿, 包括2689个总观测，和2009年11月15日到2011年11月15日观察收集的销售数据。数据包含特征信息、位置和其他卖家属性包括, 但不限于, 房地产是否止赎、空置或卖方“动机”。表1给出了变量描述和表2总结统计。从

样品中我们发现，平均交易价格为414689美元；平均挂牌价格为459055美元；与市场上的来自合同日期列表平均天数是129。房地产包含平均2443个加热平方英尺和63%的性能有一个游泳池。激励是兴趣的变量，这是一个指示符变量的值中如果包含代理的评论短语，可以将短语进行网络搜索，然后卖方通过引用MLS 直接向潜在买家提供激励。激励等的措辞例子包括语句如“卖方支付关闭成本”、“卖方将为维修提供信贷”、“协会费用由卖方支付”、“卖方提供房屋保修援助”或“买方的度假之旅”。这些激励的语句的使用会出现在4.8%的交易。激励措施提供了多种选择，也被分为指标变量比如交易费，信用维修，服务费，上门保修或其他激励才采取的价值之一，如果激励没有落在任何一类则为0。该其他激励指标变量代表激励措施，比如度假旅行。市场上的测量时间(名单日期) 是由有差别的入境日期(上市日期) 和状态更改的日期(合同约定日期) 组成。动机是一个虚拟变量，它的价值在代理人的评论中表示“高度的影响卖家”，“所有的提供减少”，“卖方准备搬迁”，“止赎程序启动的”或“房地产价格低于市场价值”。这些短语相似短语被葛楼尔在(1998年) 和施普林格在(1996年) 都来表示动机卖家。改制的变量是一个指示符变量的价值，如果有“更新”等措辞，“重塑”、“新”、“房子刚刚重做”、“屋顶取代/重做”或“房子改造”代理的评论。

季节性变量指示一年的时间上市。费雷尔在（1996年）和克鲁格和米勒在（1990年）研究发现，季节性影响着市场持续时间。过度高估程度(DOP)是衡量使用应用程序来判断朱迪等人在(1996年) 通过以资产的上市价格的自然对数与价格模型的预测价格的特征自然对数之间的差异比较。在MLS 的报告中汇总统计数据使用的样本，包括2689个来自佛罗里达州波卡拉顿的交易。表1中定义的所有变量。表报告样本均值(平均) ，标准偏差(标准差) ，最小之和最大值。为每个变量被认为是在这项研究中使用河里尼在（1988年）中描述的方法，将每个属性的偏离选定的可观察到的特点共同水平特征的区域, 然后总结所有使用何尼克采用的价格偏差方程。

参考文献

【1】Anglin, P. M., & Arnott, R. (1991). Residential real estate brokerage as a principal-agent problem. Journal of Real Estate Finance and Economics,4,99–125.

Anglin, P. M., Rutherford, R. C., & Springer, T. M. (2003). The trade-off between selling price of residential properties and time-on-the-market: the impact of price setting. Journal of Real Estate Finance and Economics, 26, 95–111.

【2】Asabere, P. K., & Huffman, F. E. (1997). Discount point concessions and the value of home withconventional versus nonconventionalmortgage financing. Journal of Real Estate Finance and Economics,

19, 261–270.

【3】Benefield, J. D., Cain, C. L., & Johnson, K. H. (2011). On the relationship between property price, time-onmarket,

and photo depictions in a multiple listing service. Journal of Real Estate Finance andEconomics, 43, 401–422.

【4】Benefield, J.D., Rutherford, R.C., Allen, M.T. (2011b). The effects of estate sales of residential real estate

on price and marketing time. Journal of Real Estate Finance and Economics, forthcoming.

【5】Benjamin, J. D., & Chinloy, P. (2000). Pricing, exposure and residential listing strategies. Journal of Real，Estate Research, 20, 61–74.

【6】Brastow, R.T., Springer, T.M., Waller, B.D. (2011). Efficiency and incentives in residential brokerage.Journal of Real Estate Finance and Economics, forthcoming.

【7】Elder, H. W., Zumpano, L. V., & Baryla, E. A. (2000). Buyer brokers: do they make a difference? Theirinfluence on selling price and search duration. Real Estate Economics, 28, 337–362.

【8】Ferreira, E. J., & Sirmans, G. S. (1989). Selling price, financing premiums and days on the market. Journal of Real Estate Finance and Economics, 2, 209–222.

Forgey, F. A., Rutherford, R. C., & Springer, T. M. (1996). Search and liquidity in single family housing.Real Estate Economics, 24, 273–292.

【9】Geltner, D., Kluger, B. D., & Miller, N. G. (1991). Optimal price and selling effort from the perspectives of the broker and seller. Real Estate Economics, 19, 1–24.

【10】Glower, M., Haurin, D. R., & Hendershott, P. H. (1998). Selling time and selling price: the influence of seller motivation. Real Estate Economics, 26, 719–740.

转载请注明出处范文大全网 » 企业网站管理中英文翻译资料