论文部分内容阅读
企业管理者历来把本企业的人才状况视为一项重要资源。人才资源是否丰富是本企业产品质量、劳动效率、经济效益、市场经营和行业竞争的前提条件。日本的企业从新员工进入企业到离退休止,每一员工都有终身培训计划和目标。企业内部的终身培训一般分为职业技能培训和适应性潜能开发培训。前者是指培训能适应本岗位的业务和技能;后者是指能适应各种变化或调换和晋升到新工作岗位前的培训,也就是说晋升前必提前经过培训。培训的方法分脱产和在职两种。
Business managers have traditionally viewed the company’s talent status as an important resource. The richness of human resources is the precondition for the enterprise’s product quality, labor efficiency, economic benefits, market management and industry competition. Japanese companies enter the business from the new employees to retire, each employee has a lifelong training programs and goals. Life-long training within the enterprise is generally divided into vocational skills training and development of adaptive potential training. The former refers to the training to adapt to the post of business and skills; the latter refers to adapt to a variety of changes or change and promotion to new jobs before the training, which means that prior to promotion must be trained in advance. The training method is divided into two kinds of production and serving.