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洛阳理工学院毕业设计（论文）外文翻译资料系部：经济与工商管理系专业：工商管理学生姓名：郑雷震班级学号：B09090634指导教师姓名：邓辉指导教师职称：副教授HumanResourceManagementJapanesebusinessmanagementpersonnelofthesupervisionandrestraintmainlyfromtwoaspects:first,theholdingcompanyfromthecross-shareholdings,ifapoorperformanceorbusinessoperatorscannotafford,themajorshareholderofthebusinessoperatorswillbeforcriticism,andurgethemtoimprovetheirwork,untiltheremovaloftheoperator;Anotherimportantoversightfromthemainbank.Mainbankmonitoringthewayofbusinessmanagementunderspecificcircumstances:inthegoodperformanceofthecompany,theenterpriseisoperatingnormally,themainbanksdonotintervene,butwhenthepoorperformanceofthecompanytodisplayandcontrolpower.Mainbankcanbemajorshareholders,theBoardreplacethemanagers.Cross-shareholdingsinthecompanyandthemainbankholdingsystem,theholdingsolepurposeistomakeshareholdersstabilization,mutualsupportandcontrol,ratherthantogetahigherdividendandbonus.Therefore,thestockisnoteasilyshot,turnoverrateislow,thestockmarketandthereforehavelittleeffectonmanagers.Mergersonthestockmarket,Japanisalsorare,makingthemarketmechanismofthebusinessmanagementoftheeffectivenessoftheexternalconstraintisnot.InJapan,duetoexternalmarketisrelativelyunderdevelopedintermsofBritishandAmerican,plustheinfluencebyConfucianculture,corporatefamilycharacteristicssignificantly,andmanagementtalentisalsoalongerperiodofemployment,thegeneralpracticeoflifelongemploymentsystem,therelativemobilitybetweenenterprisesmuchless.Enterprisemanagersaremainlypromotedfromwithintheenterprise(inadditiontothelowestlevelofjoboutside),sogoodmanagementismorewillingtoriskislow,moreopportunitiesforadvancementinthepursuitofindividualM-enterprisedevelopment,enterprisesinJapan,Moftengatheredmanyofthemoreoutstandingmiddle-levelmanagementpersonnel.Inthepromotionandremuneration,theimplementationofpowerseriesinwages,promotionsystem,withemployeesworkingyearsofageandgrowthofenterprisestoincreasewagesandimproveemployeejoblevel.Forthissystemthereisnoincreaseinwagesandpromotionbygivingemployeestheabilityorstrengthdifference,soforthosewholikethesameageandlengthofserviceofemployees,wagestherewouldbenodifference.Japanesecompaniesattachgreatimportancetothedevelopmentofenterprisetrainingmanagementpersonnel,manycompanieshavetheirowntrainingcentersandtrainingare.However,differentfromJapanesecompaniesandtheUnitedStates,moreemphasisongeneralisttraining.InGermany,thedualtrackdevelopmentofhumanresourcestrainingmodel(thatis,youngpeopleinschoolsandbusinessesatthesametimeeducationandtraining),Germanyonhumanresourcesdevelopment,amajorfeature.Germantrainingsystemandmodeofthisstudywiththesamehighlightsandacombinationoftheoryandpracticecharacteristics,themoresuccessfulresolutionofthetrainingsystemandemploymentsysteminterface.Inaddition,Germancompaniesattachgreatimportancetotheservicepersonnel(includingmanagersatalllevels)forcontinuingeducationandretraining.Germany'sbusinesscommunityandflexibletrainingmethodsforemployees,diversity,efficiency,thekindoftrainingontheuseofwhichbenefit.Contentfromthetrainingpointofview,anewadaptivetrainingofworkers,havejobsdivertedtotraining,jobtraining,promotion,professionaltrainingandcorporatetrainingmanagersatalllevels.Thetrainingofprofessionalssothattheyareoftentakentostudyproblemswithorganizingseminars,exchanges,organizingshortcourses,thepurpose,direction,practical,verystrong.Trainingforenterprisemanagementapproachoftentakenatdifferentlevels.Seniormanagementofenterprisesrelymainlyontheself,organizethemintoaconditionofgoodenvironmentalsites,conductdiscussionsandexchange;ofmiddlemanagers,mostofthewaytofull-timetraining,tothetrainingcentertolearn;onlinemanagers,oftentypeofeducationandtrainingtopromotionmode,withtheincentivemechanismisalsoeasytofindtalentfromwhichcompanies,becausethislayerofworkerswhodirectlyorganizeproductionandbusinessactivities,thestatusofimportantandirreplaceablerole.OwnershipstructureistheformationofthedeterminantsofdifferentmanagementmodelsDifferentownershipstructureistheformationofthecompanymanagementtalentmanagementcompanythedecidingfactor.Differencesintheownershipstructureofthecompany,thustheformationofdifferentcompaniesandmanagementtalentmanagement.WidelydispersedownershipofU.S.companies,thelackofstrongcorporategovernancebyshareholdersinthesupervisoryboardofbusinessbytheboardofdirectorsandthesupervisoryboardoftenamereformality,theactualcontroleasilytransferredtothehandsofmanagers.TothisendtheUnitedStatesestablishedawell-developedcapitalmarketsandsoundcorporatelawsandregulations,effectivelyinhibitedfromoutsidetheopportunisticbehaviorofmanagers.Meanwhile,thedispersedownershipofthecompany'sacquisitionofthestockmarketprovidesaconvenient,makingthemarketsupervisionasthemostimportantexternaloversightmechanisms.Corporatecross-shareholdingsbyJapanesecompaniesasthemainfeaturesoftheconcentrationofownership,ortherelativeconcentrationoftheinternalcontrolmanagementwillplayanimportantrole,andsupervisionofenterprisesthroughtheacquisitionofthestockmarketoperatorsmoredifficult.So,thecompanyishowdifferencesinownershi