員工離職中英文對照外文翻譯文獻(xiàn).doc

1、員工離任中英文對照外文翻譯文獻(xiàn)文獻(xiàn)信息：文獻(xiàn)標(biāo)題：The Turnover Rate Of Young Employees–A Challenge For Hrm年輕員工的離任率-人力資管理面臨的挑戰(zhàn)國外 A Deaconu，L Rasca，CG Celarel文獻(xiàn)出處：Proceedings of the International Management Conference, 20_,10(1):316-323字?jǐn)?shù)統(tǒng)計：英文 2872 單詞，14668 字符；中文 4644 漢字外文文獻(xiàn)：The Turnover Rate Of Young Employees&

2、ndash;A Challenge For HrmAbstract The objective of this research is to analyze employees decisions and motivations when they decide to join/stay or leave an organization.The results of this paper were obtained through a quantitative research based on a questionnaire applied to Romanian young employe

3、es.They e to help managers to reconsider and understand the new human resources strategies in order to be able to fight against the negative effects of the turnover rate of young employees and to guide the specialists who are working in the career management field.keywords: career, human resources m

4、anagement, work life-balance, turnover rate1.INTRODUCTION The theory and the practices of the management in the human resources field had traditionally sustained the construction of a durable relationship between employee and employer.panies reason for this support is not difficult to understand: th

5、e effort to find and attract talents is huge, the investment in trainings and development of the employees is the same and the insertion of an employee requests time and effort from the employers.Not so long ago, managerial e_pectations harmonized with employees motivations: they were not limited to

6、 a contractual obligation but they were powerfully involved in the activity of the organization and did career plans aiming successive positions in the same pany.Nowadays, if we look carefully to what is happening on the Romanian labor market we will see that a lot of employees react differently whe

7、n they choose the organizations in which they want to perform.The availability to stay in the same pany for a longer period has disappeared and the integration and adaptation to a new work environment seems to be easier.In this paper we try to analyze what stays at the bottom of the employees decisi

8、ons, which are the motivations when they choose to stay and, especially when they leave an organization.We consider that the results of this research will help managers to reconsider the human resources strategies in order to be able to decrease the negative effects of the employee fluctuation and t

9、o guide the ones who are working in the formation and the education of the career management.There are many e_les which sustain that the decisions of leaving/staying at a job, in an organization or in a country, need to be grounded on the conclusions of a holistic analysis of their advantages and di

10、sadvantages.This research has a first part that describes the career nowadays and a second part in which we organized an online survey targeting employees from different panies who have their activity in Romania.The results where statistically processed and allowed us to formulate conclusions and re

11、mendations which could decrease the turnover rate of employees and its effects.2.CAREER: BETWEEN ASPIRATIONS AND REALITIESPeoples concern regarding their career is not something recent.The only difference is that today it is found more often and it is based on more ple_ reasoning.Most of the special

12、ists suggest we are in a period where the career has no limits (Hess, Narelle, 2022).Moreover, today we are interested to e_plain and understand employees motivations and choices on one side and the panys actions on the other side, which implies that we need to take into account many psychological a

13、spects concerning skills, aspirations or motivations of the individual but also system characteristics in which they work.One of our objectives was to investigate the career choices of the employees and we saw that, for each individual, the management of his own career is a critical process, influen

14、cing his entire development and the career e_ploration is considered to be an essential ponent of the development process of the vocational identity (Cuddapah, Jennifer, 20_).When we are talking about career it is necessary to take into account the individual interest for its own development, the or

15、ganization in which he operates, the conte_ts of interference between the two areas, the quality of specific legislation and the manner of its application.Actually, the career is defined as a sequence of activities and professional positions that can be accessed by someone, together with attitudes,

16、knowledge and associated ponents developed with time (Jaensch, Vanessa, 20_).Ideally, career, professional life in general require satisfaction, lack of conflicts and optimal functioning of a person at work.This is why this concept is a point of interest for many researches and studies (Ossenkop, Ca

17、rolin, 20_).The career begins early, it takes many years and each stage has its specificity.In this conte_t, we need to note that the career concern starts in adolescence: it is perhaps one of the most important periods of the career because it is then that begins the vocational education, essential

18、 for the entire professional path (Lee, Bora, 20_).It is also in the adolescence that key skills that deserve to be developed are e_plored and discovered (Pons, Dirk, 20_).During our research, some recent scientific articles have drawn our attention.They claim that career can be done “in width” and

19、“in depth”, each one producing different effects on the professional development.(Lee, Bora, 20_).Regarding the e_ploration “in width”, it involves researching a wide range of e_periences without specific objectives, while the second way of e_ploration, “in depth”, is goal-oriented.“In width” e_plor

20、ation offers a great fle_ibility in career choices but also fosters a lack of planning.On the other hand, “in depth” e_ploration is associated with a good knowledge of career-based objectives but it faces barriers when changes occur in the career.In other words, we can see that the two types of e_pl

21、oration have both advantages and disadvantages.We also underline the discussion about work-life balance.Many researchers support the efforts of the employees to split the time and the energy between the career and other essential aspects of their own lives.The “Work-life balance (WLB)” concept is su

22、pported by the employees who militate for a balanced life.The link between work and leisure time was made in 1800s and the term “work-life balance” was used for the first time in 1970 in UK, in order to describe the balance between personal life and work.Worldwide, the working time is carefully stud

23、ied by various missions (such as the European mission) which also contributed to the implementation of a ma_imum of 48 hours of work per week.There are countries, such as France, where the working time includes 35 hours of work per week (Ossenkrop, Carolin, 20_).The relationship between personal lif

24、e and professional one is represented below: Figure 1.Work-life balanceThe interest for the balance between work and personal life, “work-life balance (WLB)” is justified if we take into account the concerns stated in the literature: we found that during 1985-1997, this concept was evoked 32 times,

25、while in 2022 it was mentioned 1674 times.Although the term is interpreted differently and the proposed solutions have limited validity, we identified the mon denominator: the concept is seen by many as a support for the conflict resolution in which professional and personal life can be increasingly

26、 often found.Each individual, even he is between 20 and 35 years old and is very focused on building his own career, or between 35 and 50 years old and focuses on family and personal life (Scotti, Massimo, 20_), needs to know the content of this concept and the modalities of appropriate management.T

27、he more so, since, in Romania, about 92% of employees worked for many years, more than 50 hours per week, being considered “workaholics”.At the beginning of 20_, statistics show that in Romania there is an average of 40.4 hours of work per week, lesser than Turkey, which is placed on the first place

28、 with an average of 51.4 hours of work/week.Overall, we found that, since 2022, in Romania there is, in general, a downward trend of working time (Eurostat 20_) .Also, this is true in terms of part-time employees.In this category, Romania ranks the third, with an average of 23.6 hours of work per we

29、ek, in parison with 2022, when our country occupied the firstposition with a total of 24.6 hours (Eurostat 20_).As we already know, career development does not involve to stay in the same organization anymore.This idea is not new and no one looked at it with concern until recently when, the numbers

30、became alarming.The causes of this phenomenon are multiple.A survey conducted in 20_ by Right Management revealed several reasons that are at the bottom of the job change decision of the employees: reducing or restricting of the business (54%); new opportunities and challenges (30%); ineffective man

31、agement in the organization where they work (25%); improper relationship with the management (22%); the improve of work-life balance (21%); the lack of recognition of the personal performance (21%); a better salary (18%); a better alignment of organizational and personal values (17%); inpatibility b

32、etween personal capabilities and requirements of the organization (16%); financial instability of the pany (12%) (Cuddapah- Locraft, Jennifer, 20_).However, changing jobs is not a simple operation.It entails the need to adapt and organizational integration, a ple_ process known in the literature as

33、the “professionalization”.With the “professionalization”, the employee will face another process, the one of socialization (Painisoara, Georgeta, 20_).By joining the two processes (the organizational socialization and the professionalization) organizational integration can be reached, a result that

34、is much e_pected by the management.The integration implies the growth of organizational socialization and the one of professionalization (they do not have different time durations but occur simultaneously).(Sibunruang, Hataya, 20_) The e_istence of those two sides, theone of professionalization and

35、the social one of integration, requires to develop and apply an integration methodology in the organization that wants to align with the requirements (Zacher, Hannes, 20_).It is also necessary to have the support of human resources department and the direct management.3.STUDY REGARDING EMPLOYEES PER

36、CEPTION ABOUT THEIR CAREERFor this study we used an online questionnaire that provided us information regarding the perception of respondents (employees from Romania) about the decisions that produce changes in their personal life.The survey included 32 questions, grouped as follows: si_ of them aim

37、ed the measure in which the respondents know their career path, four of them concerns respondents perception regarding labor market, five reflects the changes of professional life, three of them follow the work-life balance, four of them arereferring to career opportunities abroad, five to the succe

38、ss in career and the possibility for entrepreneurship while the rest target personal information.The questions were placed in Google Drive and the first 150 answers were taken into account, being registered in the database and interpreted in the study.The main characteristics of the participants in

39、this survey were: the age (between18 and 30 years old), education (the majority had a high level of education), employment and gender (female dominance).We present some of the results, as follows:- There is a large number of young employees (66%) who wish to change their jobThe respondents consider

40、that their relationship with an organization should not be a long-term one: 30% of the total appreciates that the job change can be made after 3-4 years from the beginning while 59% consider that this can be done after 1-2 years.Figure 2.The desire in what regards the job change- The job change is i

41、nfluenced by many factors It was interesting to find out that a lot of respondents (87%) accuse the work monotony and the lack of advance perspective when they decide to change the job.Also, 61% of them link the job change decision to overtime work or to the relationship with the colleagues (46%).Th

42、e overtime and the workload e_plain why the job change decision is closely linked to the work-life balance.77% of the respondents declare that the personal life is very important for them when they decide to change the job.Figure 3.Factors that influence the decision to change the jobFigure 4.The im

43、portance of personal life in the job selection- The career is associated with the satisfaction and not with the sacrificeThe idea of a career made with personal sacrifices loses ground in the case of our respondents, 60% of them do not agree with this affirmation.Figure 5.The availability to persona

44、l sacrifice for the career- The employees are not properly informed about the evolutions of the labor market Naturally, you should e_pect that all the young people so active in changing their job to be very informed about what is happening on the labor market.In reality, things are not like this: on

45、ly 4% of the respondents say they are very well informed, 37% are informed and 55% of them are a little bit or not at all.However, there is a large perception of dissatisfaction and distrust of the respondents regarding the changes from the labor market (74% are considering that the changes are too

46、little or not at all in the employees favor).This state of affairs can be an interesting subject of the analysis.We should retain that the decision to leave a job is based more on micro, personal and subjective judgments and ignores the ple_ ones, on long term, which include the balances of the Roma

47、nian labor market.It is true that an impediment to such a move could be the “scarcity” of the information of this area.-The employees recognize the value of a personal career plan and they have models to follow The majority of the employees (91%) appreciate the utility of a career plan, they elabora

48、te such an instrument (63%) and rely on it in a big measure (55%) when making decisions related to their job.Frequently (60%), they have a model to follow: Figure 6.The e_istence of a career model to follow-The employees are considering that a career abroad has more changes to be successful At the f

49、irst look, the fact that 50% of the respondents associate the success mostly with a career abroad than one in Romania, should raise concerns.Things are not so bad if we consider that, in the above category, 48% of them intend to go abroad following the decisions of the pany they are working for.We s

50、hould remark also, the large number of the ones that desire to e back in Romania, after a foreign e_perience.The difficulty to leave Romania es from the relationship with the family and friends (74%) and the opportunities available here. Figure 7.The reasons to stay in RomaniaRegarding the entrepren

51、eurship opportunities, we note that more than 50% of the respondents are interested in opening their own business: Figure 8.The interest for entrepreneurship4.CONCLUSIONSNaturally, the changes of the economic and social environment are producing modifications of the behavior and attitude of employee

52、s towards work and the organization where they work.This is why, managers are concerned to know tomorrows employee profile and to have ways to attract and retain the talent they will need.Our study brings into discussion views e_pressed by a group of young employees, mostly graduates of higher educa

53、tion.The gathered information reveals interesting trends and suggests priority actions for human resources managers.Our research, although it has limitations arising from the small number of employees and especially the education level of respondents (mostly graduates of higher education), highlight

54、s some ideas that can be generalized without fear of error, among young and educated employees: young people do no find justified a long term relationship with the pany they are working for; most of them are projecting the career as a route in various organizations from the country or abroad; most o

55、f the respondents rely on a career plan, even if they are changing it when it is necessary;the employees often base their decisions to change the job on several criteria of interest (some of these are logical and easy to follow, others are very specifics, subjective or personal); the employees are b

56、eing increasingly concerned by the work-life balance; future employees will be very open to the idea of a European career or a global one (even if this means for a limited period of time).In contact with this type of candidates or employees, HR managers should use appropriate methods (for defining j

57、obs, recruitment, training, evaluation, motivation and promotion) in order to determine them to be more connected with their organization.The initiative of organizations is e_pected, given the ease with which they can quantify the shortings of a high fluctuation rate.We believe, however, that the em

58、ployees will lose if they treat superficially their relation with the pany and if they see the profession as an obligation and not as a source of development.We intend to continue the research regarding the perception of employees about their own career, with the aim of dissemination the interpretation of these opinions in theoretical area and business, in order to have a plete information for the panies and for future employees.中文譯文：年輕員工的離任率 - 人力資管理面臨的挑戰(zhàn)【摘要】：p 】： 本研究的目的是分析p 員工決定參加/留在或分開組織