員工培訓(xùn)的新發(fā)展(已修改)
2025-11-11 08:22 本頁面
【正文】 本科畢業(yè)論文（設(shè)計(jì)） 外文翻譯 外文題目 New Developments in Employee Training 外文出處 Work Study 外文作者 Christianne Derouen, Brian H. Kleiner 原文 ： New Developments in Employee Training Christianne Derouen, Brian H. Kleiner In order to acmodate the rapid technological changes, employees must master increasingly plex technical skills. Five major forces behind training being so important and central to any firm’s operations are as follows: (1) global and domestic petition。 (2) changes in technology。 (3) mergers, acquisitions and divestitures causing realignment of structures and functions of panies。 (4) better educated workforce。 (5) emergence of new occupations(puter, etc.). New training ideas are developed because trends are towards making training more practical, realistic and pertaining to employees’ jobs. Training must give employees broader knowledge, enabling them effectively to utilize new technology and integrate it into the workplace. Lower costs, better quality, faster return on investment, increased productivity and longterm growth are all achieved once employees adapt to changes and are trained accordingly. In the past, training was very classroom/instructororiented. This has recently proven ineffective pared with more modern developments. Two books published in 1988[1,2] discuss many panies and modern employeetraining ideas which are being utilized today to keep pace with technology. The four areas addressed are: (1) aligning training strategies with corporate goals。 (2) continuous learning。 (3) manufactureruser。 and (4) designing and delivering training costeffectively. Additionally, various magazine articles supplement some of the ideas discussed in the two books as well as introduce new training methods. Aligning Training Strategies with Corporate Goals The first type of training mentioned in the above books discusses aligning training strategies with corporate goals, which is necessary because each pany must evaluate what is needed for it to be petitive and successful. Once this is known, training can be applied accordingly. American Transtech, a subsidiary of ATamp。T, aligns its training with corporate goals by focusing its training in the following manner: managers are trained to hire their own personnel, relying less on Human Resources. Once hired, new employees go through a twoday orientation where pany policy and procedures are outlined and teamwork participation is encouraged, since teamwork is an integral part of American Transtech. On pletion of the orientation, the new hires are placed in groups and trained about their job and its functions with the aid of a puter. There are no instructors leading the class, so it is necessary for the teams to discuss among themselves various problems and assignments presented to them on the puter. Group training follows the employees to the workplace, where groups often meet to discuss needs and problems of the pany. From this process the goals of training for the pany are met. The puter/no instructor process is not mentioned very often but is a more modern way to train as puter use is so widespread. American Transtech found this method is successful in getting people to work together as well as learn together. Corning Glass Works is another pany which imple
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