employee復數9篇
employee復數(1)
1、 目的：制訂《從業道德守則》之目的，是為提升本公司及全體同仁行為素養、從業道德 及專業能力。本公司相信作為一個誠信經營的組織，每一個從業同仁的行為將影響其所服務的整個組織及其信譽。本公司期望全體同仁在從事日常工作及執行業務時，應遵守公司之從業道德標準，以獲得大眾信任，并確保公司得以永續成長與發展。
Objective: The Company’s objective in establishing this Code of Conduct is to promote ethics, honesty and professionalism within the company and among its employees. The Company believes in being an integrated organization and that the action of every employee affects its entire organization and that the action of every employee affects its entire organization and reputation. The Company expects all employees to abide by this Code in carrying out their duties and functions so as to preserve public trust and to ensure the company’s sustainable growth and development.
2、 適用范圍：本政策及其相關程序及辦法適用于本公司全體員工（包含營運團隊之高階主 管及其他經理人）。
Scope: This policy and its related procedures and measures are applicable to all employees (including senior executives and officers)
3、 內容：
Content
3.1 道德與誠信
Morality and integrity
3.1.1本公司致力于奉行商業道德，堅持以誠信經營的原則。本守則旨在規范本公司及全體員工應遵守所有適用的法律要求和公司政策。任何人如對任何道德或法律事宜有疑問，應咨詢其部門主管或公司法務部門的專業意見。
The company dedicates itself to abide by commercial ethics and firmly believes in the values of an integrated organization. This guideline has been introduced to outline applicable legal requirements and company policy required of the company and all employees. Any Company employee with any query concerning ethics or legal matters is advised to consult with his or her division head or the Company’s legal division for guidance.
3.1.2道德標準不局限于法律條文。即使在法律容許前提下，仍應秉持誠信從事所有業務及避免任何利益沖突。
Ethical standards shall not be confined to legal compliance. Each individual shall be obligated to conduct all businesses ethically and to avoid any activity that would to a conflict of interest.
3.1.3道德與誠信原則包括：
The principles governing ethics and integrity are comprised of:
3.1.3.1以誠信之態度進行各項業務，并忠實的記錄所有往來事項。
Conducting all business with integrity and truthfully recording the process of all business dealings.
3.1.3.2執行任務時，需確保商業數據保密，并保存完整的商業和營運記錄，以及尊重公司、客戶和合作伙伴的商業資產與智慧財產。
Ensuring proper confidentiality of all commercial information when executing a mission and retaining complete commercial and operational records, as well as respecting the commercial assets and intellectual properties of the Company, each client and each strategic partner of the Company.
3.1.3.3公司賬簿、發票、記錄、分錄、資金和資產必須妥善編訂和保存，以使公司的各項交易和業務處理情況得以允當、正確的反應。禁止在分錄、記錄、財務報表或其它文件內編造虛假、誤導之聲明或記錄，及蓄意隱瞞或掩飾公司交易實況。不得在銀行或任何第三者機構開立、維持或使用任何秘密賬戶，進行與公司相關之賬務。
All Company accounting ledgers, invoices, records, accounting entries, capital and assets must be securely cataloged and safeguarded to ensure that all Company transactions and business dealings can be fairly and accurately reflected. It is strictly forbidden to fabricate, falsify or create misleading claims or to fabricate or falsify any accounting entries, records, financial reports or any other related documents, or to make any misleading claims or records, or intentionally hide or cover the state of the Company’s transactions; nor it is permitted to open, maintain or access any illegitimate accounts with any bank or a third party institution with which to conduct account transactions related to the Company.
3.1.3.4不得銷毀、竄改或偽造任何可能與調查、訴訟或法律相關處理程序有關的記錄。
It is forbidden to destroy, alter or forge any pertinent records that may likely be linked to an investigation, litigation or legal related settlement proceeding.
3.1.3.5若發現有虧操守或有違反本守則嫌疑之事件，所有員工均有義務向管理部門舉報。 When coming across incidents involving alleged unethical conduct or suspicions of violation to this rule, all personnel are obligated to inform the Company’s management.
3.2 尊重個人及客戶 Respect for individuals and customers
3.2.1公司重視每位員工之隱私及誠信，并采取嚴格標準以保障員工隱私、個人數據的保密。對客戶及其他人士的商業數據也應秉持上述相同的原則處理。
The Company respects the privacy and integrity of every employee and upholds strict standards of privacy and confidentiality for individual personal data. Treatment of customers and commercial data concerning other individuals shall also be bound by this principle of confidentiality.
3.2.2每位員工應盡力公司對待公司之客戶、供貨商、競爭者及其他員工。任何員工均不得操弄、隱瞞或濫用專用信息、錯誤陳述重要事實或為其它不公平交易之行為。
Each employee should endeavor to deal fairly with the Company’s customers, suppliers, competitors and other employees. No employee should take unfair advantage of anyone through manipulation, concealment, abuse of privileged information, misrepresentation of material facts, or any other unfair-dealing practice.
3.2.3公司內保持公開的溝通管道，鼓勵員工參與公司事務，及向各級主管反映意見。
The Company is to maintain open communication channels that would encourage all employees to participate in company affairs and to express their opinions to supervisors of all levels.
3.3回避利益沖突 Avoidance of conflict of interest
3.3.1每位員工在從事任何可能構成個人與公司利益沖突的業務、報效或相關活動之前，必須先向董事長及總經理辦公室披露詳情以得到批準；更詳細的相關規定已明訂于本公司之《廉潔守則》。相關人員應就涉及本人或公司的潛在利益沖突向管理部報告。
Prior to engaging in any business, investment or related activity that may lead to a conflict of interest between personal and professional relationships, the employee must fully disclose such conflict of interest to, and the potential conflict must be subject to review by, the chairman & president’s office. More detailed guidelines on conflicts of interest are set forth in the Company’s Ethics Rules for the employees. All Company personnel are obligated to file a report with the Administration Division of the Company citing any probable conflict of interest that might concern the individual or the Company.
3.3.2所有員工均應回避可能出現利益沖突的情況，例如在非關系企業兼職、為本人或親屬與公司洽談或進行交易。每位員工均不得為以下行為：
Employees should avoid incidents that may involve a probable conflict of interest-for instance, an employee moonlighting at a non-affiliated company; or an employee negotiating or conducting business transactions with the company which would benefit such employee or the employee’s family or relatives personally. Employees are prohibited to
3.3.2.1為其個人私利而竊取經由使用公司財產、信息或利用其職位而得到的機會,
Take for themselves personally opportunities that are discovered through the use of corporate property, information or position,
3.3.2.2 通過使用公司財產、信息或因職務之便而獲得私利,以及
Use corporate property, information or position for personal gain and
3.3.2.3與公司競爭。
Compete with the Company.
3.3.3所有員工禁止在未經公司適當授權時，向外界提供或披露機密數據。嚴禁以機密或內幕消息謀取個人利益，或嘉惠、傷害他人。
All employees are prohibited to provide or disclose openly company confidential information without securing proper authorization from the company. It is strictly forbidden to trade confidential or insider information for individual gain, or to benefit others or put the company’s interest in jeopardy.
3.3.4所有員工禁止為了規避本守則，而通過代理人、合作伙伴或其他代表從事上述活動。
All employees are forbidden to engage in any of the aforesaid activities through an agent, partner or any representative only to circumvent this guideline.
3.3.5所有參與各項審查、評等或選擇供貨商的人員，應避免涉及任何可能被視為會影響公平決定的情況。
All personnel that participate in the review, evaluation and selection of vendors should avoid any circumstance that has the potential to bias a fair decision.
3.3.6除非事先獲得公司董事會批準，且不違反相關法律，員工不得為本人或親屬尋求或接受公司的貸款，或要求公司為債務擔保。
Unless otherwise approved by the board of directors in advance and in compliance with all applicable laws, employees are not permitted to take out or accept company loans on behalf of oneself or one’s relative, or demand the company to issue liability guarantee.
3.3.7若非因公司業務而須運用公司的服務、設備、設施、物品或其它資源，須事先取得授權。所有員工均應確保公司資產皆能獲得有效運用。公司之有形或無形資產僅得由獲有授權之員工或其指定之人，于本公司合法營業之范圍內使用之。
Unless for company’s business, advanced authorization shall be sought prior to accessing any of the company’s services, equipment, facilities, properties or any other form of resources. All employees should protect the company’s assets and ensure their efficient use. The company’s assets, whether tangible or intangible, are to be used only by authorized employees or their designees and only for the legitimate business purposes of the company.
3.4 饋贈與業務款待
Gratuity and business reception
3.4.1所有員工均不得向客戶、供應商或其它與公司業務相關的人士，收受或給予回扣或其它不正當利益。
All employees are prohibited to accept from or give to any customer, supplier or contingent party related to the company any kickbacks or any other form of illicit gain.
3.4.2所有員工均嚴禁收受供應商贈送的禮品，或任何現金或其它變相財物（如禮券、支票、股票等）。
All employees are strictly forbidden to accept gifts from the company’s vendors, or any cash, or any equivalent in monetary goods, i.e. gift certificates, check, stock certificate and the like.
3.4.3所有員工均禁止接受游樂招待。
All employees are forbidden to accept lavish entertainment or reception.
3.4.4如為維持正當的業務關系，而需贈送禮品予業務相關人士，應盡量采用印有公司標志的禮品。
For the purpose of maintaining a normal business relationship, gifts that are to be presented to business counterparts should be imprinted with the company’s logo.
3.4.5接受或安排任何業務款待，均應符合一般商業禮節之常規，不得過度奢華或頻繁，造成大量或不必要之支出。
It is prudent to conform to the general practice of common business decorum when accepting or arranging any type of business reception, and all employees shall refrain from being excessively lavish and refrain from incurring significant or unnecessary expenses.
3.5 完整、允當、正確、及時且可理解之披露
Full, fair, accurate, timely and understandable disclosure
3.5.1公司所有賬簿表冊或紀錄應能完整、允當、正確與及時反應所有交易及資產處分，對本公司非常重要。
It is crucial that all books of account, financial statements and records of the company reflect the underlying transactions and any disposition of assets in a full, fair, accurate and timely manner.
3.5.2所有參與公司披露程序的員工均應知悉且了解其職責范圍內，公司應遵守的披露程序。并盡力確保公司向相關部門申報或遞交載有相關信息的文件或其它對公眾披露的信息是以完整、允當、正確、及時且可理解之方式為之。
All employees who are involved in the company’s disclosure process are required to know and understand the disclosure requirements applicable to the company that are within the scope of their responsibilities, and must endeavor to ensure that information in documents that the company files with or submits to the competent authority or that is otherwise disclosed to the public, is presented in a full, fair, accurate, timely and understandable manner.
3.5.3財務報表及相關披露不得有任何重大錯誤對本公司至為重要。所有員工均不得有意地，或促使他人對會計師或律師就有關查核或對任何政府機關申報或申請事項為重大之
All employees should protect the company’s assets and ensure their efficient use. The company’s assets, whether tangible or intangible, are to be used only by authorized employees or their designees and only for the legitimate business purposes of the company.
3.4 饋贈與業務款待
Gratuity and business reception
3.4.1所有員工均不得向客戶、供應商或其它與公司業務相關的人士，收受或給予回扣或其它不正當利益。
All employees are prohibited to accept from or give to any customer, supplier or contingent party related to the company any kickbacks or any other form of illicit gain. 3.4.2所有員工均嚴禁收受供應商贈送的禮品，或任何現金或其它變相財物（如禮券、支票、股票等）。
All employees are strictly forbidden to accept gifts from the company’s vendors, or any cash, or any equivalent in monetary goods, i.e. gift certificates, check, stock certificate and the like. 3.4.3所有員工均禁止接受游樂招待。 All employees are forbidden to accept lavish entertainment or reception.
3.4.4如為維持正當的業務關系，而需贈送禮品予業務相關人士，應盡量采用印有公司標志的禮品。
For the purpose of maintaining a normal business relationship, gifts that are to be presented to business counterparts should be imprinted with the company’s logo.
3.4.5接受或安排任何業務款待，均應符合一般商業禮節之常規，不得過度奢華或頻繁，造成大量或不必要之支出。
It is prudent to conform to the general practice of common business decorum when accepting or arranging any type of business reception, and all employees shall refrain from being excessively lavish and refrain from incurring significant or unnecessary expenses.
3.5 完整、允當、正確、及時且可理解之披露
Full, fair, accurate, timely and understandable disclosure
3.5.1公司所有賬簿表冊或紀錄應能完整、允當、正確與及時反應所有交易及資產處分，對本公司非常重要。 It is crucial that all books of account, financial statements and records of the company reflect the underlying transactions and any disposition of assets in a full, fair, accurate and timely manner.
3.5.2所有參與公司披露程序的員工均應知悉且了解其職責范圍內，公司應遵守的披露程序。并盡力確保公司向相關部門申報或遞交載有相關信息的文件或其它對公眾披露的信息是以完整、允當、正確、及時且可理解之方式為之。
All employees who are involved in the company’s disclosure process are required to know and understand the disclosure requirements applicable to the company that are within the scope of their responsibilities, and must endeavor to ensure that information in documents that the company files with or submits to the competent authority or that is otherwise disclosed to the public, is presented in a full, fair, accurate, timely and understandable manner.
3.5.3財務報表及相關披露不得有任何重大錯誤對本公司至為重要。所有員工均不得有意地，或促使他人對會計師或律師就有關查核或對任何政府機關申報或申請事項為重大之
All employees should protect the company’s assets and ensure their efficient use. The company’s assets, whether tangible or intangible, are to be used only by authorized employees or their designees and only for the legitimate business purposes of the company.
3.4 饋贈與業務款待
Gratuity and business reception
3.4.1所有員工均不得向客戶、供應商或其它與公司業務相關的人士，收受或給予回扣或其它不正當利益。
All employees are prohibited to accept from or give to any customer, supplier or contingent party related to the company any kickbacks or any other form of illicit gain.
3.4.2所有員工均嚴禁收受供應商贈送的禮品，或任何現金或其它變相財物（如禮券、支票、股票等）。
All employees are strictly forbidden to accept gifts from the company’s vendors, or any cash, or any equivalent in monetary goods, i.e. gift certificates, check, stock certificate and the like. 3.4.3所有員工均禁止接受游樂招待。 All employees are forbidden to accept lavish entertainment or reception.
3.4.4如為維持正當的業務關系，而需贈送禮品予業務相關人士，應盡量采用印有公司標志的禮品。
For the purpose of maintaining a normal business relationship, gifts that are to be presented to business counterparts should be imprinted with the company’s logo.
3.4.5接受或安排任何業務款待，均應符合一般商業禮節之常規，不得過度奢華或頻繁，造成大量或不必要之支出。
It is prudent to conform to the general practice of common business decorum when accepting or arranging any type of business reception, and all employees shall refrain from being excessively lavish and refrain from incurring significant or unnecessary expenses.
3.5 完整、允當、正確、及時且可理解之披露 Full, fair, accurate, timely and understandable disclosure
3.5.1公司所有賬簿表冊或紀錄應能完整、允當、正確與及時反應所有交易及資產處分，對本公司非常重要。 It is crucial that all books of account, financial statements and records of the company reflect the underlying transactions and any disposition of assets in a full, fair, accurate and timely manner.
3.5.2所有參與公司披露程序的員工均應知悉且了解其職責范圍內，公司應遵守的披露程序。并盡力確保公司向相關部門申報或遞交載有相關信息的文件或其它對公眾披露的信息是以完整、允當、正確、及時且可理解之方式為之。
All employees who are involved in the company’s disclosure process are required to know and understand the disclosure requirements applicable to the company that are within the scope of their responsibilities, and must endeavor to ensure that information in documents that the company files with or submits to the competent authority or that is otherwise disclosed to the public, is presented in a full, fair, accurate, timely and understandable manner.
3.5.3財務報表及相關披露不得有任何重大錯誤對本公司至為重要。所有員工均不得有意地，或促使他人對會計師或律師就有關查核或對任何政府機關申報或申請事項為重大之誤導、不完整或錯誤陳述。
It is critically important that financial statements and related disclosures be free of material errors. Employees are prohibited from knowingly making or causing others to make a materially misleading, incomplete or false statement to an accountant or an attorney in connection with an audit or any filing with any governmental or regulatory entity.
3.5.4任何個人或其他受其指示的人，如知悉（或應知悉）其行為可能導致本公司財務報表有重大誤導之可能，均不得直接或間接以強迫、操縱、誤導或詐騙等方式影響任何本公司之稽核人員或會計師。
No individual, or any person acting under his or her direction, shall directly or indirectly take any action to coerce, manipulate, mislead or fraudulently influence any of the company’s auditors if he or she knows (or should know) that his or her actions, if successful, could result in rendering the company’s financial statements materially misleading.
3.6從業道德守則之施行及責任歸屬
Accountability and implementation of Code of Conduct
3.6.1所有員工均應遵守法律法規及公司章程制度。
All employees are to comply with applicable governmental laws, rules and regulations, and the company’s regulations and procedures.
3.6.2相關人員對任何違反法律法規或從業道德規范之行為應保持警覺，當有疑問或發現任何違反法律法規或從業道德守則之行為時，應向監察部、經理、內部稽核人員、審計委員會或其它適當人員報告。如有必要，可直接向管理部主管或經曲其它部門主管提出報告。對于舉報和揭發任何違反從業道德守則之行為和參與的調查過程之員工，公司應給予保護以避免因此遭受不公平的報復或對待。
All employees are required to be vigilant of any probable violation or breach of this Code of Conduct, and are obligated to promptly report to supervisors, managers, internal auditor, the Audit committee after its establishment, or other personnel as appropriate, in the event of coming across any act that might contravene governmental laws, rules and regulations or his Code of Conduct. When deemed necessary, a report may be filed directly with the Administration Division head or through other division heads. An individual’s act in reporting a violation to these professional ethics rule and one’s participation in all subsequent investigations of the violation will be kept strictly confidential, to ensure that the individual’s identity is duly protected and to avoid unfair retaliation or treatment.
3.6.3違反從業道德守則者，公司將視情節輕重，采取各項適當之處分。每位員工均有責任仔細閱讀、了解并遵守本守則之內容。若有疑義，應立即尋求說明。任何有關法律法規或本準則之要求之問題，應向本公司管理部門或法務部門主管提出。
Those found violating or breaching this Code of Conduct are to face adequate corrective action by the company depending on the severity of an incident. It is the responsibility of each employee to carefully read, understand and comply with this Code of Conduct and, as needed, to seek clarification on any point. Questions regarding any legal or ethical requirements should be directed to the head of the Administration Division or the company’s legal division.
3.7 豁免及修正
Waivers and amendments
3.7.1
本公司得于某些特定情形下豁免員工得不遵守本守則之規定。本公司董事會僅得在例外的情形下，同意管理部門免于遵守本守則規定之豁免。本公司將立即向股東披露，說明被豁免之管理人員姓名及理由。
The Company may waive application of this Code of Conduct to employees in certain limited situations. Any waivers of the provisions of this Code of Conduct for executive officers may be granted only in exceptional circumstances by the board of directors. The company will promptly disclose to its shareholders any such waivers granted to any of its executive officers and the reason for such waiver.
3.7.2 本公司應立即披露任何對本守則之修改。所有員工對于修改后的內容，均有確實了解之義務。
Amendments to this Code of Conduct shall be promptly disclosed by the company. It is each individual’s responsibility to maintain familiarity with this Code of Conduct as the company reviews and revises its content from time to time.
employee復數(2)
1. Task / Objective目的
- Security ----To strengthen the company management and image.
安全：為了加強公司內的工作管理，提升形象。
2. Scope of Application范圍
- avim solar production Co.,Ltd,Gaomi /China
埃孚光伏制造有限公司 中國/高密
3. Definitions術語和定義
4. Responsibilities職責
- The Administration Department is responsible for numbering the employees, collecting photos and employee card management.
綜合部負責為員工編號、照片收集以及卡片管理；
- The Purchasing Department is responsible for purchasing and ordering employee cards.
采購部負責采購及訂做員工卡片。
5. Description描述
5.1 Function作用
- Employee card is used as employees working license and should be worn before the bosom, and can be placed in left breast pocket of the overalls during the working time in order to avoid damaging. Employee card shall not hang at the waist or covered by coat.
員工卡片作為員工上崗證使用，要求一律配戴在胸前，工作時為防止損壞可放置在工作服左胸衣袋內，不得掛于腰際或以其外衣遮蓋。
- Employee card has to be used as an entrance card! The employees can enter workplace by using this card, and the employee cannot enter into the workshop without employee card.
員工卡片作為門禁卡使用，員工持卡片刷卡進入工作場所，沒有刷卡員工無法進入車間。
- Employee cards are the basis of employees" attendance; employees must swipe card when arrival in/departure from the company. The employee’s attendance assessment and salary calculation is on the basis of employees cards checking-in and checking-out.
員工卡片作為員工考勤依據，員工上崗進入公司刷卡考勤，離開公司刷卡離開，刷卡考勤作為員工出勤考核的依據，工資計算的基礎。
5.2 Employees card management員工卡片的管理
- New employees have to hand in two colored photos (1 inch) to the Administration Department, which should be numbered by Administration Department and customized from outside by Purchasing Department.
新員工入公司需向綜合部交納兩張紅底一寸彩色照片，由綜合部為員工編號,采購部外出訂做。
- If employee card is not functional, he/she should report to their department manager. Administration Department is in charge of contacting and changing for bad ones.
如果員工卡片無法使用，應及時向其部門經理反映，由綜合部聯系換辦。
● If employees card is damaged on duty, then current department have to prove references. After that the Administration Department will replace it with a new one.
員工卡片如果因公折損，本部門出具證明由綜合部進行換發。
● If employee card is damaged due to personal reason, one should pay 10 CNY for cost of card. Administration Department will issue a new card.
員工卡片因個人原因損壞，由本人交納工本費每枚10元，由綜合部聯系辦理補辦。
- If employee card is lost, the person shall submit an application to his department. It is required to mark out the lost site and plot, in case those malevolent people use the card to enter the workshop. The person who lost employees card should pay 10 CNY for replacement.
員工卡片如果遺失，應及時所在部門提交補辦申請，申請上注明丟失原因及丟失地點，以防不法之人利用此卡進入車間。丟失每枚員工卡片需繳納補辦費用10元。
- Head of each department should urge employees to wear employee card. The Security Department control the workers check in by swiping the employee card.
各部門負責人應監督促員工配戴員工卡片，安全保衛部門負責監督員工刷卡考勤。
- The employees shall not treat employee’s card as mortgage certificates or do wrongful deeds using employee’s card. Employee’s cards must not be lent to other people. The person who violates this regulation will be dealt with severely. In some serious case, he can be fired.
員工不得將員工卡片當作抵押證件使用，不得將員工卡片轉借給其它人使用，不得利用員工卡片在外作不正當的事情，如若違規將嚴肅處理，情節嚴重者會被開除廠籍。
- If an employee is going to take a long vacation (holiday for more than one month, his card must be taken back by his own department. And card will be given back when he start to work again.
員工請假假期為1月以上時，各部門須及時收回員工卡片，待其上班時再發還本人。
- Employees must return employee card to Administration Department before their contract is ending.
員工在與公司合同解除時，需將員工卡片交還綜合部，然后辦理離職手續。
5.3 Employees card management flow chart員工卡片管理流程圖
6. Applicable documents and records相關文件和記錄
- Form Sheet FS-621-HRM-01 “Employee Card Record”《員工卡發放記錄》
7. Documentation文件存檔
- None
無
8. Modifications修訂
- Due to changing the document layout，this document is considered as “first edition”.
因為更換文件格式，這個文件被當作初版。
9. Appendices附件
- None
無
employee復數(3)
What makes a good employer and what makes a good employee
In my opinion,there are some of the same excellent quality in somebody who is a good employer.A good employer should treat employees with respect, respecting their work, as well as respecting their effort.Because the success of a business company depends on a strong leadership, good management, effective marketing, wise investment and an efficient workforce. More importantly, they should understand that everyone could make a mistake, so they should be able to give employees second chanceto make up their mistakes.?I think that’s what a good employer should have.On the other hand, what makes a good employee?Well first of all, everybody loves a? dependable, loyal employee. That means someone who show up on time for work each day,always speak positively to others, and will notify my employer as soon as I know there is a problem needed to be solved. Secondly, a good employee should be very motivated. Someone who is eager to go to work, tries to learn new things and gain more knowledge about their job, and? work to the best of their ability.thirdly, good employees take initiative. They look around to see what needs to be done and do it, and will ask questions to try to learn more. And lastly ,a good employee should consider the company as part of his or her family, and they need to work hard in order to help the company get better and better. These are the characteristics that I think a good employee should have.Above is my opinion.Although everyone may make mistakes,if he can correct them,he would be a good employer or employee.
employee復數(4)
復數·復數的開方·教案
復數r（cosθ＋isinθ）的n次方根．（二）探求復數r（cosθ＋isinθ）的n次方根，并推導開方公式師：（提出課題）求復數r（cosθ＋isinθ）的n次方根．如何研究這一問題呢？首先，我們對復數的n次方根有幾個值能有一個預測嗎？生：我認為有n個．師：這只是預測，這要通過求復數r（cosθ＋isinθ）的n次方根來證實或否定．如何求復數的n次方根？要解決“如何求”，首先要弄清什么是復數n次方根？讓學生回憶實數集中方根的概念．復數n次方根的意義：如果xn=z（n∈N＋，z∈C），那么x叫做z的n次方根．因為復數的n次方是復數，所以一個復數的n次方根也是復數．師：在建立復數n次方根概念的基礎上，如何推導復數開n次方的公式呢？由上面分析可知，復數r（cosθ＋isinθ）的n次方根仍是復數，設它為ρ（cosφ+isinφ），那么這兩個復數有什么聯系呢？生：r（cosθ＋isinθ）=[ρ（cosφ+isinφ）]n（n∈N＋）．師：求復數的n次方根的問題，就轉化為在上面等式中求出ρ和φ．r（cosθ＋isinθ）=[ρ（cosφ+isinφ）]n=ρn（cosnφ+isinnφ）． ①這樣就得到兩個用三角形式表示的復數．兩個用三角形式表示的復數相等的充要條件是什么？生：它們的模相等，輻角可以相差2π的整數倍．師：由①式可得
由復數n次方根的意義和復數相等的條件，得到復數n次方根的表達式，下面的工作是什么？生甲：用公式解題．生乙：這個公式還沒有推導完，它表示幾個值？各是什么？還要對公式進一步認識．師：對．首先要認識公式．對一個數學公式通常從以下幾個方面認識：公式的推導；公式成立的條件；公式所反映的數量關系；公式的使用．對公式的推導，不是停留在重復推導過程上，而是要求提煉推導的基本想法和所運用的基礎知識．本公式是運用復數n次方根的概念和復數相等條件，建立方程求解方程推導的．公式成立的條件是：n∈N+，也就是說，我們研究的是復數開正整數次方．
個虛數根．進一步深化對復數r（cosθ＋isin θ）的n次方根的認識．提出以下問題：師：問題1 復數r（cos θ＋isin θ）的n次方根有幾個，它們的模等于什么？師：問題2 復數r（cos θ＋isin θ）的n次方根的幾個輻角有什么規律？學生討論，教師歸納總結．
解題后思考以下問題：（1）1的立方根在實數集中有幾個值？在復數集中有幾個值？各是什么？1的立方根在實數集中有1個值，是1．在復數集C中，1的立方根有3個值，有一個實數兩個虛數，其中實數為1，兩個虛數是一對有
（2）方程x3=1除用復數開方公式求解，還有其他解法嗎？（因式分解法，本節不展開）（四）小結由實數集擴充到復數集我們對一個數的n次方根的認識有了發展．在復數集C中，復數r（cos θ＋isin θ）的n次方根有n個值．這n個值可由復數開方公式得到．它們的對應點在復平面內是以原點為圓心，（五）作業1．高中代數下冊P214～215練習第3，第4題．2．復數-i的一個立方根是i，它的另外兩個立方根是 [ ]．
課堂教學設計說明本節課設計的指導思想是：激發興趣、注重過程、發展思維、指導學法．1．復數的有關知識比較抽象，離生產、生活實際較遠．在復數教學中如何激發學生的學習興趣，這是值得思考的問題．本節以解方程引入，通過對復數開方公式的推導得出公式，又回到在復數集中解方程x3=1，求出它的一個實根兩個虛根，發展了在實數集中方程x3=1只有一根為1的認識．從學生熟悉的數學問題引入，提出問題，分析問題，解決問題，通過問題解決發展學生的認識，引起學生學習興趣．2．注重對復數開方公式推導過程的教學．復數開方公式推導是本節課的重點也是難點．在教學中是分四個層次展開的：由解方程引入；由n次方根的意義切入；通過復數相等求解；由正弦、余弦函數的周期性確定復數的n次方根有n個值完成公式的推導．在推證過程中啟發學生探求，發展思維，培養推理能力．3．指導學法，會學公式．在學習數學過程中學生遇到許多數學公式，如何認識數學公式，學好公式，會學公式是指導學生學法的一個重要方面．本節課通過對復數開方公式的分析，從公式推導、公式成立的條件、公式的數量關系、公式所反映的幾何意義等方面去認識公式，從公式的運用中深化對公式的認識．這對學習其他數學公式也是有指導意義的．
employee復數(5)
Europe
Europe
HUR Human Resources
Procedure
Employee Motivation
Document ID:
Revision date:
Revision no:
Valid for:
EUR-HUR-AC-0005
06.06.2011
1
31.12.2013
Valid to:
1. Purpose
The purpose of this procedure is to measure employee satisfaction regularly and methodically, to detect
problems and their roots and to derive measures from this knowledge.
2. Target
To tie employees to the company more closely in order to reduce fluctuation. Improve the business
environment and the collaboration within the departments and beyond. Identify if the employees are
aware of the importance of their activities and their contribution to the achievement of objectives.
Other targets are the creation of prospects and the demonstration of development possibilities.
3. Methods for the identification and the improvement of employee motivation and the
raising of awareness.
3.1 Team meetings
Team leaders are encouraged to conduct conversations with their colleagues on a regular basis in order
to exchange knowledge and to discuss relevant topics.
3.2 Internal and external audits
Audits are performed to examine the knowledge about objectives and the personal contribution to these
objectives based on samples. Weaknesses are being discussed with the responsible employees and
measures are initiated.
3.3 Bonus System
Employees in a managing position are rewarded by an extra pay due to good performance. The
achievement of defined targets or the improvements of Key Performance Indicators demonstrate the
commitment and the motivation of the employees.
3.4 Trainings
Technology and processes are changing constantly. Therefore it is important to adjust to new tasks,
responsibilities and changing job requirements.
Every employee is entitled to trainings. They increase the employees’ motivation and help them to
develop their skills and knowledge.
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Europe
Europe
HUR Human Resources
Procedure
Employee Motivation
Document ID:
Revision date:
Revision no:
Valid for:
EUR-HUR-AC-0005
06.06.2011
1
31.12.2013
Valid to:
3.5 Motivating measures
3.5.1 Employee Survey
The employee survey helps to measure and understand the employees’ attitude, opinions, motivation and
satisfaction.
The surveys are conducted anonymously and at least once every three years or more frequently if
required.
3.5.2
Integrity & Transparency Helpline
Employees are encouraged to express their concerns regarding the integrity standards of the Nemak
companies either by phone or email.
3.5.3 Flexitime arrangements
Employees have the possibility to schedule their working hours around a core time. This allows them to
experience greater flexibility with their time.
3.5.4 Nemak Newsletter / Internal Communication
The annual Global Newsletter keeps the employees updated in regards to products, departments,
employees, events, etc.
This transparency helps the employees to identify with the company and to understand decisions taken in
the past.
3.5.5 Personal insurance
All employees are provided with life and accident insurance.
3.5.6 Company Car
Employees of leading positions or those who have to travel a lot are entitled to have a company car
according to the Nemak Company Car Policy.
3.5.7 Free of charge parking
Those employees who have a company car do not need to pay for parking. Nemak provides parking sites
free of charge and close to the office.
3.5.8 Recognition measures
On special occasions (e.g. birthdays or anniversaries), employees receive recognition in the form of
mails, cards, gifts, etc.
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employee復數(6)
Providing Employee Benefits
What Do I Need to Know? After reading this chapter,you should be able to:
1.Discuss the importance of benefits as a part of employee compensation.
2.Summarize the types of employee benefits required by law.
3.Describe the most common forms of paid leave.
4.Identify the kinds of insurance benefits offered by employers.
5.Define the types of retirement plans offered by employers.
6.Describe how organizations use other benefits to match employees" wants and needs.
7.Explain how to choose the contents of an employee benefit package.
8.Summarize the regulations affecting how employers design and administer benefits programs.
9.Discuss the importance of effectively communicating the nature and value of benefits to employees.
Introduction
Hewitt Associates signals to its employees that it cares about them, body,mind,and spirit.Employees participate in plans that help them pay for medical,dental,and vision care expenses,stop-smoking programs,and care expenses for sick children.Employees who travel on business can receive reimbursement for overnight dependent care and overnight care for their pets.Employees enjoy paid time off for vacations and holidays,plus additional "Splash" time off in their fifth year of service and every five years after that.Through the Life works referral service,Hewitt employees can find help with family,education,legal,and financial issues.A tuition reimbursement program pays 85 percent of employees" tuition for approved courses.The company also encourages employees to participate in charitable activities.Employees who wish to volunteer time in their communities can receive up to two days of paid time off.These and other benefits attract qualified employees and keep them loyal to Hewitt.
Like Hewitt"s employees,employees at almost every organization receive more than dollars and cents in exchange for their efforts. They also receive a package of employee benefits compensation in forms other than cash. Besides the use of corporate fitness centers, examples include paid vacation time,employer-paid health insurance,and pension plan,among a wide range of possibilities.
This charter describes the contents of an employee benefits package and the way organizations administer employee benefits. We begin by discussing the important role of benefits as a part of employee compensation. The following sections define major types of employee benefits:benefits by law,paid leave,insurance policies,retirement plans,and other benefits. We then discuss how to choose which of these alternatives to include in an employee benefits package so that it contributes to meeting the organization"s goals. The next section summarizes the regulations affecting how employers design and administer benefits programs. Finally,we explain why and how organizations should effectively communicate with employees about their benefits.
The Role of Employee Benefits
As a part of the total compensation paid to employees, benefits serve functions similar to pay. Benefits contribute to attracting,retaining,and motivating employees.The variety of possible benefits also helps employers tailor their compensation to the kinds of employees they need. Different employees look for different types of benefits.Employers need to examine their benefits package regularly to see whether they meet the needs of today. At the same time,benefits packages are more complex than pay structures, so benefits are harder for employees to understand and appreciate. Even if employers spend large sums on benefits, if employees do not understand how to use them or why they are valuable, the cost of the benefits will be largely wasted.. Employers need to communicate effectively so that the benefits succeed in motivating employees.
Employees have come to expect that benefits will help them maintain economic security. Social Security contributions,pensions,and retirement savings plans help employees prepare for their retirement.Insurance plans help to protect employees from unexpected costs such as hospital bills. This important role of benefits is one reason that benefits are subject to government regulation. Some benefits, such as Social Security, are required by law. Other regulations establish requirements that benefit must meet to obtain the most favorable tax treatment.Later in the chapter,we will describe some of the most significant regulations affecting benefits.
Even though many kinds of benefits are not required by law, they have become so common that today"s employees expect them. Many employers find that attracting qualified workers requires them to provide medical and retirement benefits of some sort.A large employer without such benefits would be highly unusual and would have difficulty competing in the labor market.Still, the nature of the benefits package changes over time, as we will discuss at various points throughout the chapter.
Like other forms of compensation, benefits impose significant cost. On average, out of every dollar spent on compensation, about 27 cents go to benefits.As Figure 13.1 shows, this share has grown over the past decades. These numbers indicate that an organization managing its labor costs must pay careful attention to the cost of its employee benefits.
Why do organizations pay a growing share of compensation in the form of benefits? It would be simpler to pay all compensation in cash and let employees buy their own insurance and contribute to their own savings plans. That arrangement would also give employees greater control over what their compensation buys. However, several forces have made benefits a significant part of compensation packages.One is that laws require employers to provide certain, such as contributions to Social Security and unemployment insurance. Also, tax laws can make benefits favorable. For example, employees do not pay income taxes on most benefits they receive, but they pay income taxes on cash compensation. Therefore, an employee who receives a ＄1000, but an employee who receives an additional $1000 worth of benefits receives the full benefits. Another cost advantage of paying benefits is that employers, especially large ones, often can get a better deal on insurance or other programs than employees can obtain on their own. Finally, some employers assemble creative benefits packages that set them apart in the competition for talent. Examples include Hewitt Associates, described in the Introduction,and SAS Institute, described in the Business Week case at the end of this chapter.
Benefits Required by Law
The federal and state governments require various forms of social insurance to protect workers from the financial hardships of being out of work. In general, Social Security provides support for retired workers, unemployment insurance assists laid-off workers, and workers" compensation insurance provides benefits and services to workers injured on the job. Employers must also provide unpaid leave for certain family and medical needs. Because benefits are required by law, employers can not gain an advantage in the labor market by offering them, nor can they design the nature of these benefits. Rather, the emphasis must be on complying with the details of the law. Table 13.1summarize legally required benefits.
Social Security
In 1935 the federal Social Security Act establish old-age insurance and unemployment insurance.Congress later amended the act to add survivor" insurance(1939), disability insurance(1956),hospital insurance (Medicare part A,1965), and supplementary medical insurance (Medicare Part B,1965) for the elderly.Together, the law and its amendments created what is now the Old Age, Survivors, Disability, and Health Insurance (OASDHI) program, informally known as Social Security. This program covers over 90 percent of US employee. The main exceptions are railroad and federal, state,and local government employees, who often have their own plans.
Workers who meet eligibility requirements receive the retirement benefits according to their age and earnings history. If they elect to begin receiving benefits at age 65,they can receive full benefits, or if they elect to begin receiving benefits at age 62, they receive benefits at a permanently reduced level. The amount rises with the person"s past earnings, but the level goes up very little after a certain level, and in 2002, the maximum monthly benefits was $1660.The government increases the payments each year according to the growth in the consumer price index. Also, spouses of covered earners receive benefits, even if they have no covered earnings. They receive either the benefits associated with their own earnings or one-half of the amount received by the covered earner, whichever is greater.
Benefits may be reduced if the worker is still earning wages above a maximum, called the exempt.In 2002, the exempt amount was $11280 for beneficiaries aged 62 to 64.A beneficiary in that age range who earns more than the exempt amount sees a reduction in his or her benefit. The amount of the reduction is $1 for every $2 the person earns above the exempt amount. For example a 63-year-old who earned $13280 in 2002 would have earned $2000 above the exempt amount, so the person"s Social Security benefits would have been reduced by $1000. During the year a worker reaches 65, the maximum untaxed earnings are $30000(in 2002),and benefits are reduced $1 for every $3 in earnings.As of January 2000,workers aged 65 or older face no penalty.For workers under the age of 65, the penalty increases the incentive to retire or at least reduce the number of hours worked.Adding to this incentive, Social Security benefits are free from federal income taxes and free from state taxes in about half the states.
Employers and employees share the cost of Social Security through a payroll tax. The percentage is set by law and has changed from time to time.In 2002, employers and employees each paid a tax of 7.65 percent on the first $84900 of the employee"s earnings, with 6.2 percent of earnings going to OASDHI and 1.45 percent going to Medicare(Part A). For earnings above $84900,only the 1.45 percent for Medicare is assessed.
Unemployment Insurance
Along with OASDHI, the Social Security Act of 1935 established a program of unemployment insurance.This program has four objectives related to minimizing the hardships of unemployment. It provides payments to offset lost income during involuntary unemployment,and it helps unemployed workers find new jobs. The payment of unemployment insurance taxes gives employers an incentive to stabilize employment.And providing workers with income during short-term layoffs preserves investments in worker skills because workers can afford to wait to return to their employer,rather than start over with another organization. Technically, the federal government left it to each state"s discretion to establish an unemployment insurance program. At the same time, the Social Security Act created a tax incentive structure that quickly led every state to establish the program.
Most of the funding for unemployment insurance comes from federal and state taxes on employers. The federal tax rate is currently 0.8 percent of the first $7000 of each employee"s wages. The state tax rate varies. The minimum is 5.4 percent on the first $7000 of wages, but many states have a higher rate or tax more than $7000 of each employee"s wages.
No state imposes the same tax rate on every employer in the state. The size of the unemployment insurance tax imposed on each employer depends on the employer"s experience rating —the number of employees the company laid off in the past and the cost of providing them with unemployment benefits. Employers with a history of laying off a large share of their workforces pay higher taxes than those with few layoffs. In some states, an employer with very few layoffs may pay no state tax. In contrast, an employer with a poor experience rating could pay a tax as high as 5 to 10 percent, depending on the state. The use of experience ratings gives employers some control over the cost of unemployment insurance. Careful human resource planning can minimize layoffs and keep their experience rating favorable.
To receive benefits, workers must meet four conditions:
1.They meet requirements demonstrating they had been employed(often 52 weeks or four quarters of work at a minimum level of pay).
2.They are available for work.
3.They are actively seeking work. This requirement includes registering at the local unemployment office.
4.They were not discharged for cause (such as willful misconduct),did not quit voluntarily, and are not out of work because of a labor dispute (such as union member on strike).
Workers who meet these conditions receive benefits at the level set by the state — typically about half the person"s previous earnings—for a period of 26 weeks. State with a sustained unemployment rate above a particular threshold or significantly above recent levels also offer extended benefits for up to 13 weeks.Sometimes Congress funds emergency extended benefits, as it did with passage of the Job Creation and Worker Assistance Act of 2002. All states have minimum and maximum weekly benefits level. Workers " compensation
decades ago , workers who suffered work-related injury or illness had to bear the cost unless they won lawsuit against their employer. Those who sued often lost the case because of the defenses available to employers .Today ,the states have passed workers "compensation laws ,which help workers with the expense resulting form job-related accidents and illnesses .These laws operate under a principle of no -fault liability ,meaning that an employee does not need to show that the employer was grossly negligent in order to receive compensation ,and the employer is protected from lawsuits. The employer loses this protection if it internationally contributes to a dangerous workplace. Employees are not eligible if their injuries are self-inflicted or if they result from intoxication or "willful disregard of safety rules ."
About 9 out of 10 U.S workers are covered by state workers" compensation laws , with the level of coverage varying from state. to state. The benefits fall into four major categories：
1.Disability income
2.Medical care
3.Death benefits
4.Rehabilitative services
The amount of income varies from state but is typically two-thirds of the worker"s earnings before the disability.The benefits are tax free. The states differ in terms of how they fund workers" compensation insurance. Some states have a single state fund. Most states allow employers to purchase coverage from private insurance companies. Most also permit.self-funding by employers.The cost of the workers" compensation insurance depends on the kinds of occupations involved,the state where the company is located,and the employer"s experience rating. Premiums for low-risk occupations may be less than 1 percent of payroll. For of the most hazardous occupations, thee cost may be as high as 100 percent of payroll.Costs also vary from state to state,so that one state"s program requires higher premiums than another state"s program. As with unemployment insurance,unfavorable experience ratings lead to higher premiums.Organizations can minimize the cost of this benefit by keeping workplaces safe and making employees and their managers conscious of issues,as discussed in Chapter 3.
Unpaid Family and Medical Leave
In the United States, unpaid leave is required by law for certain family need. Specifically, the Family and Leave Act(FMLA) of 1993 requires organizations with 50 or more employees withina75 mile radius to provide as much as 12 weeks of unpaid leave after childbirth or adoption; to care for a seriously ill child, spouse, or parent; or for an employee’s own serious illness. Employers must also guarantee these employees the same or a comparable job when they return to work. The law does not cover employees who have less than one year of service, work fewer than25 hours per week, or are among the organization’s 10 percent highest paid. The 12 weeks of unpaid leave amount to smaller benefit than is typical of Japan and most countries in Western Europe. Japan and West European nations typically require paid family leave.
Experience with the Family and Medical leave Act suggests than a majority of those opting for this benefit fail to take the full 12 weeks. According to Department of Labor statistics, the median amount of time taken is 10 day. This is especially the case among female executives. Many are eager to return to their careers, and others fear that staying away for three months would damage their career opportunities. Of course, another reason for not taking the full 12 week is that not everyone can afford three months without pay, especially when responsible for the expenses that accompany childbirth, adoption, or serious illness.
When employees experience pregnancy and childbirth, employers must also comply with the Pregnancy Discrimination Act, described in Chapter 3. If an employee is temporarily unable to perform her job due to pregnancy, the employer, the employer provide modified tasks, alternative assignments. Disability leave, or leave without pay.
譯文：
提供員工福利
我需要知道干什么？閱讀本章后，你應該能夠：
1、討論的一部分雇員補償利益的重要性。2、總結類型的員工福利法律規定的。3、最常見的形式帶薪休假。4、確定雇主提供的保險福利。5、定義的類型由雇主提供的退休計劃。6、說明組織如何使用其他福利，以滿足員工的需要和需求。7、解釋如何選擇雇員福利包的內容。8、總結如何影響雇主福利計劃，設計和管理的規定。9、討論員工利益的性質和價值的有效溝通的重要性。
介紹
翰威特公司（Hewitt Associates）的信號，其員工，關心他們，身體，心情。雇員的參與計劃，幫助他們支付醫療，牙科和視力保健費用，戒煙方案，并照顧開支生病的孩子。.雇員出差公干收到報銷的通宵撫養和通宵照顧他們寵物.雇員的享受帶薪休假和節假日的時間，再加上額外的“撲通”時間在他們的第五個年頭，每五年后。通過生活可以轉介服務，翰威特的員工可以找到幫助家庭，教育，法律，和金融危機。A的學費報銷計劃支付85％的員工的學費批準條款。該公司還鼓勵員工參加慈善活動。雇員希望在他們的社區志愿的時間最多可接收兩天的的支付時間休息。這些和其他福利吸引合格的員工，并保持他們的忠誠休伊特。
翰威特的員工一樣，在幾乎每一個組織的員工收到超過所付出的努力，以換取美元和美分。他們還收到一包現金以外的形式的員工福利補償。除了使用公司的健身中心，例子包括帶薪休假時間，雇主支付的醫療保險，退休金計劃，在廣泛的可能性。
本章程的雇員福利計劃和組織管理員工福利的內容。首先，我們討論的一部分雇員補償利益的重要作用。以下各節定義法，帶薪休假及其他福利，保險政策，退休計劃，員工福利：福利的主要類型。然后，我們討論了如何選擇這些替代品包括員工福利包，因此，它有助于滿足組織的目標。下一節將總結如何影響雇主福利計劃，設計和管理的規定。最后，我們解釋了為什么和如何組織有效的溝通與員工有關他們的利益。
員工福利的作用
的一部分支付給員工的總薪酬，福利服務功能，類似支付。優點有助于吸引，留住和激勵員工。各種可能的好處也可以幫助雇主調整自己的員工，他們需要的各種賠償。不同的的員工尋找不同類型的利益。雇主需要定期重新審視自己的福利待遇，看他們是否符合今天的需求。同時，福利待遇的薪酬結構要復雜得多，這樣的好處是員工更難理解和欣賞。即使雇主花費大筆的好處，如果員工不知道如何使用它們，為什么它們是有價值的，成本的好處將在很大程度上浪費了......雇主需要進行有效的溝通，這樣的好處是成功地激勵員工。
員工所期望的利益，幫助他們維護經濟安全。社會保障供款，退休金和退休儲蓄計劃，幫助員工準備為他們的的退休。保險計劃有助于保護員工免受意外的費用，如住院費。這個重要角色的好處是，好處是受政府監管的原因之一。一些好處，如社會保障，都需要由法律規定。其他利益必須滿足的要求一章中獲得最有利的稅收待遇。隨后規定建立，我們將介紹一些最重要的法規好處。
盡管許多種好處不按法律規定，他們已經變得如此普遍，今天的員工希望他們。很多老板發現，吸引合格的工人，要求他們提供醫療和退休福利一些。大雇主沒有這樣的好處是極不尋常的，并會競爭的的勞動力市場。還有困難的，自然的福利待遇隨時間變化的，因為我們將討論在不同的點，整個一章。
像其他形式的補償，福利施加顯著的成本。 ，平均每花一美元的補償，約27美分的收益。正如圖13.1所示，這個份額已經在過去的幾十年里。這些數字表明，勞動力成本的管理機構必須密切注意其雇員福利的成本。
為什么組織支付的補償越來越大的份額，在形式的好處呢？這將是簡單支付所有的現金補償，讓員工自己買保險，貢獻自己的儲蓄計劃。這樣的安排也讓員工更好地控制他們的補償買什么。不過，幾股勢力的好處一個顯著的一部分的補償.一個是，法律規定雇主必須提供一定的，如社會保障和失業保險的貢獻。此外，稅法可以創造效益良好。例如，員工不繳納所得稅，對他們收到的最大的好處，但他們繳納所得稅的現金補償。因此獲得了1000美元，但雇員獲得額外的價值1000元的好處，雇員收到的全部好處。另一個支付福利的成本優勢是雇主，尤其是大的，往往能得到保險或其他程序，比對自己的員工可以得到一個更好的交易。最后，一些雇主組裝創造性的福利，他們除了在人才的競爭。例子包括翰威特公司（Hewitt Associates），在介紹和SAS軟件研究所，在“商業周刊”的情況下，在本章結尾。
根據法律規定的福利
聯邦政府和各州政府需要各種形式的社會保險，保障工人免受經濟困難的工作。在一般情況下，社會保障退休人員提供支持，幫助下崗職工失業保險，工傷補償保險提供的福利和服務，在工作中受傷的工人。對某些家庭和醫療需求，用人單位還必須提供無薪假。因為法律規定的福利，雇主不能在勞動力市場上獲得優勢，為他們提供，他們也不能設計的性質，這些好處。相反，強調必須在遵守法律的細節。表13.1總結法律規定的福利。
社會保障
在1935年聯邦社會保障法“，建立養老保險和失業保險.國會修訂的行為，增加遺屬保險（1939），殘疾保險（1956），住院醫療保險（醫療保險部分A，1965），和補充醫療保險的部分B，（1965）法及其修正案。共同創造了什么是現在的老年，遺屬，殘疾和健康保險（OASDHI）程序，非正式的稱為社會保障。該計劃涵蓋超過90％的美國雇員。主要的例外是鐵路和聯邦，州和地方政府的雇員，他們往往有自己的計劃。
符合資格要求的工人誰收到的退休福利，根據他們的年齡和收入的歷史。如果他們選擇在65歲開始領取福利，他們可以得到充分的好處，或者如果他們選擇在62歲開始領取福利，永久減少他們得到好處。與人的過去收入的金額上升，但水平上升很少一定程度后，在2002年，每月最高利益為1660.The政府增加支付每年根據居民消費價格指數的增長。此外，涉及者的配偶領取福利，即使他們有沒有覆蓋盈利。他們獲得的利益與自己的收入或半覆蓋的收入來源，以較高者為準收到的金額。
福利可能會減少，如果工人所掙的工資仍然最大，被稱為2002年的豁免。年齡齡在62至64.A受益人，年齡范圍的收入以上的豁免量為受益人的豁免量為11280美元看到了減少在他或她的利益。量的減少是1元，每兩美元以上豁免數量的人的收入。例如，一個63歲的，誰贏得13280美元在2002年會獲得$2000以上的豁免量，因此，人的社會保障福利將減少1000元。在工人達到65年，最大的未納稅的收入是$ 30000（2002年），好處是減少1美元，每3美元的收入。而2000年1月，年齡在65歲或65歲以上的工人面對的年齡下沒有刑罰。由于工人65，罰款增加退休或至少減少數的工作時間。另外這種激勵，激勵，社會保障福利的聯邦所得稅，并從國家稅收中大約一半的州。
通過工資稅，雇主和雇員分擔費用的社會保障。的比例由法律設定和改變了時間。在2002年的，雇主和雇員各支付7.65％的稅的第一個84900美元雇員的收入，為6.2％的收入要OASDHI和1.45％到醫療保險（A部分）。對于收入高于84900美元，只有1.45％的醫療保險進行評估。
失業保險·
1935年社會保障法“除了與OASDHI，建立了失業保險的方案。這個程序有四個目標，以最大限度地減少失業的艱辛。它提供了款項，以抵消非自愿失業期間的收入損失，并幫助失業工人找到新工作。支付失業保險稅，向雇主提供了穩定就業的激勵。并提供工人收入，在短期裁員保留在工人技能，因為工人可以買得起等待返回他們的雇主，而不是重新開始與其他組織的投資。從技術上講，聯邦政府把它留給每個國家的自由裁量權，建立失業保險計劃。同時，“社會保障法”創造了稅收的激勵機制會迅速導致每一個國家建立的程序。
領取失業保險金的資金大部分來自雇主的聯邦及州稅。目前的聯邦稅率是0.8％，每個員工的工資7000元。國家稅率不同。最低是7000元工資的5.4％，但許多國家有較高的稅率或稅額超過7000元每個員工的工資。
沒有一個國家規定，每名雇主的狀態相同的稅率。對每個雇主的失業保險稅的大小取決于雇主的經驗等級的員工數量在過去的成本為他們提供失業救濟金公司裁員。的歷史，奠定了大的份額，他們的勞動力的雇主支付更高的稅收，少裁員。在一些國家，很少裁員的雇主付沒有狀態稅。相反，一個貧窮的經驗等級雇主繳納的個稅為5％至10％，視不同的狀態。向雇主提供了一些使用經驗的評級失業保險的成本控制。細心的人力資源規劃可以最大限度地減少裁員，并保持有利于自己的經驗等級。
為了得到實惠，工作人員必須符合四個條件：
窗體頂端
1、符合要求的，證明他們已經聘用（通常是52周或四個季度的工作在最低水平的工資）。2、它們是可工作。3、他們都在積極尋找工作。這個要求包括注冊在當地的失業辦公室。4、他們并沒有排出的原因（如犯罪行為），沒有戒煙自愿，并且不工作，因為勞動爭議（如罷工的工人）
工人滿足這些條件的人得到好處，在國家規定的水平 - 通常大約一半的人以前收入的為期26周。持續的失業率超過一個特定的閾值或顯著高于目前水平的國家，也提供了擴展的長達13周的福利。有時候，國會基金緊急延長的好處，因為它與2002年通過創造就業和工人援助法“。所有國家都有每周一次的最低和最高的效益水平。
工人賠償
十年前，遭受工傷或疾病的工人要承擔的費用，除非他們贏得了起訴他們的雇主。誰起訴的情況下往往失去了，因為提供給雇主的抗辯。今天，美國已通過工人補償法，這有助于工人生成的表單與工作相關的事故和疾病的費用，這些法律的原則下沒有 - 過錯責任，這意味著雇員并不需要證明，雇主是嚴重疏忽，以獲得補償，而雇主是受保護的訴訟。如果國際到了危險的工作場所，用人單位失去這種保護。員工是沒有資格，如果他們受傷的是自己造成的，或者如果他們導致中毒或“故意無視安全規則。”
大約有9名，10名美國工人所涵蓋的國家工作人員的賠償法，與覆蓋不同狀態的水平。狀態。的好處分為四大類：
1，殘疾收入2，醫療保健3，身故賠償4，康復服務
窗體頂端
收入的金額有不同規定，但通常是之前的殘疾工人的收入的三分之二。帶來的好處是免稅的。
國家不同，他們是如何支付工人賠償保險條款。有些州有一個單一國家基金。大多數州允許雇主向私人保險公司購買保險。大多數還允許由雇主自行籌措資金。工人賠償保險的費用取決于種職業，公司位于的狀態下，和雇主的經驗等級。保費低風險的職業可能會小于1％的工資。對于最危險的職業，你的成本可能高達100％的工資。成本的州也各不相同，因此，一個國家的方案需要更高的保費比另一個國家的計劃。與失業保險，不利于經驗的評級導致更高的保費。組織可以最大限度地降低成本，保持工作場所的安全，并讓員工和他們的經理意識到問題，這樣做的好處在第3章中討論的。
無酬家庭與醫療休假
在美國，無薪休假，需要通過法律對某些家庭的需要。具體而言，家庭和假法（FMLA）1993年生育或收養后，需要組織一個75英里半徑范圍內有50個或更多的員工提供多達12周的無薪假期，照顧一個身患重病的孩子，配偶，或家長或??雇員本身嚴重的疾病。雇主還必須保證這些員工相同或類似的工作，當他們回到工作。法律不覆蓋不到一年的服務的員工，每周工作少于25小時，或在該組織的10％，最高支付。在12周的無薪假期量更小的效益比是典型的日本和大多數西歐國家。日本和西歐國家通常需要支付的家庭假期。家庭與醫療休假法“的經驗與建議比那些選擇這樣做的好處不完整的12周的大部分。根據勞動統計署，平均所需的時間為10天。這是特別的情況下，女性高管。許多人都渴望返回自己的職業生涯，和其他人擔心，住了3個月的損壞他們的就業機會。當然，沒有采取充分的12個星期的另一個原因是，不是每個人都能買得起三個月沒有工資，尤其是當伴隨生育，收養，或嚴重的疾病的費用負責。
員工經歷懷孕和分娩時，雇主還必須遵守的懷孕歧視法“，第3章中描述。如果雇員暫時無法履行她的工作，由于懷孕，雇主，雇主提供修改的任務，替代任務。殘疾休假或無薪假期。
employee復數(7)
Strengthening?the Employee-customer Interaction
Peter J. Sherman February 26, 2010
The most perfectly designed and built process or system is only as good as the human being who uses it. That’s the idea behind Human Sigma, a new branch of Six Sigma that focuses on improving the quality of the employee-customer encounter, particularly within sales and service organizations. Human Sigma proponents, including John H. Fleming and Jim Asplund, authors of Human Sigma: Managing the Employee-Customer Relationship (Gallup Press, 2007), argue that the traditional Six Sigma approach – while successful for controlling production processes and systems, particularly in the manufacturing environment – is just not suitable for the human systems that are a large part of organizational performance.
Six Sigma and Human Sigma are not mutually exclusive, however. In fact, when combined they can unleash a beneficial flywheel effect on leadership, creativity and teaming.
Defining?Human Sigma
The Human Sigma management approach takes human nature into account and then uses that knowledge to manage and motivate employees, and accelerate their development, as well as to engage customers’ emotions. The central premise of Human Sigma is that emotionally satisfied customers contribute far more to the bottom line than rationally satisfied customers. The key is to strengthen the employee-customer interaction.
The approach relies on a simple yet powerful set of questions to measure customer engagement and employee engagement (Figures 1 and 2). Scores are ranked from 1 to 5, with 1 being not at all in agreement and 5 being extremely in agreement.
A company’s Human Sigma score is calculated by converting the mean scores on employee and customer engagement into percentile equivalents and then taking the square root of the product of the two percentile values. To account for certain boundary conditions, there is a correction value equal to the ratio of the two percentiles (highest over lowest) raised to the 0.125 power. This produces a single bimodally distributed score that is used to establish threshold values that define each of the Human Sigma levels: HS1 through HS6. The single score summarizes the overall effectiveness of the employee-customer encounter that is reliably related to that organization’s or business unit’s overall financial vitality.
Understanding?the Human Sigma Levels
In 2007, Fleming and Asplund conducted a Human Sigma survey involving 1,979 business units in 10 different companies in the financial services, professional services, retail and sales industries. Their results are shown in Figure 3.
Figure 3: Human Sigma Scores Found in Fleming and Asplund’s 2007 Study (Source: Human Sigma)
The HS3 threshold is defined as one standard deviation below HS4(meaning the standard deviation of the Human Sigma distribution). Successive thresholds are one standard deviation away from the adjacent level.
Organizations or business units at HS1 and HS2 perform significantly below par on employee or customer engagement metrics, and require significant intervention and improvement. Notice the long tails on these two performance bands. This extreme and unbalanced performance on the two metrics is associated with relatively poor financial performance. These two performance bands account for 37 percent of the companies studied. Organizations or business units at HS3 account for 29 percent of the companies studied and are also frequently out of balance, ranking high on one vital sign but poor on the other. Organizations or business units that engage their employees without engaging their customers suffer from being too inwardly focused and have lost their direction. In contrast, organizations or business units that engage their customers without engaging their employees cannot sustain themselves.
Organizations at HS4 are classified as “emerging optimized” performers. They have established balance in the vital signs of the employee-customer encounter, but there are still substantial gains to be made to strengthen these metrics. Organizations at HS5 and HS6 are classified as “super” performers. Overall, organizations in HS4, HS5 and HS6 are 3.4 times more effective financially than HS1, HS2 and HS3.
Introducing?Variation
Most practitioners are familiar with the concept of variation and how to use a histogram to transform that variability into graphical form. Processes that are normally distributed exhibit the familiar symmetrical bell-shaped curve that has a single mode. The inherent problem with normally distributed processes, however, is that variability is largely unmanaged. The principles of Six Sigma instruct practitioners to attempt to manage this variability by shifting the process average and reducing process variation, because doing so helps to produce consistent and predictable processes. From a customer’s perspective, variability is critical because customers experience variation, not averages.
What makes Human Sigma intriguing and controversial is that it does not rely on reducing the variability in how employees are managed or how they serve customers. Human Sigma challenges conventional Six Sigma wisdom in that it strives to improve the quality of customer relationships by actually increasing the variability in how those relationships are developed and maintained.
Human Sigma contends that as an organization tries to standardize processes and scripts for management teams to follow, scripting employee behavior does not really enhance the quality of the employee-customer interaction. In fact, it may worsen it by emphasizing the steps to do the job instead of the outcome the process is supposed to produce. Human Sigma followers look at the manufacturing world and conclude companies can improve processes and systems because the inputs they use to make things can be kept at predictable and repeatable levels. But human systems in business – such as the employee-customer encounter – do not conform to such predictable rules. Sales and service organizations in particular, with a high degree of direct employee-customer interaction, cannot expect to follow such conforming practices as those in the manufacturing world.
Getting?to the Core Principles
Fleming and Asplund have combined the key characteristics of employee engagement and customer engagement to produce four core principles that great organizations and managers exhibit:
1. Manage by outcomes, not behaviors –In other words, although the end remains constant, the means to achieve that end will inevitably vary between individuals.
2. Liberate, don’t legislate –The most dramatic increases in productivity occur when companies allow workgroups to choose their own initiatives and focus on them. Anything that makes employees passive viewers instead of active participants in the employee-customer encounter is counterproductive.
3. Engagement is for everyone –The ability to capture the heads, hearts, and souls of employees and instill an intrinsic desire and passion for excellence.
4. All politics is local – Companies cannot dictate employee engagement from corporate headquarters. They must manage engagement locally. To this end, the local manager is the single most important factor in local group performance.
Blending?Six Sigma and Human Sigma
There are many opportunities to jointly apply the rigor of Six Sigma’s data-driven, analytical focus and Human Sigma’s behavioral and relationship traits to achieve even higher performance levels, regardless of the industry (service or manufacturing) or application (process, system or people). After all, at the center of Six Sigma or Human Sigma is a person – the customer.
Figure 4 shows the convergence of Six Sigma and Human Sigma and its positive impact on:
? Leadership –the strength to marshal the right resources, make the right decisions or go the extra mile when the situation demands it.
? Creativity –The wherewithal to think outside of the box, yet still operate effectively within the framework of an organization.
? Teaming – The ability to understand that successful outcomes often require teaming up with fellow employees and with customers.
Figure 4: Convergence of Six Sigma and Human Sigma Traits
Method-blending:?See How It Works in Real Life
A few months ago, my father’s computer was not functioning properly. It seemed all the applications were operating extremely slowly. Over a three-day period, I had to call the vendor’s help desk eight times on behalf of my elderly father. Each call I was greeted by a polite technician and asked the same standard set of questions: Can I have your case number? Name? Call-back phone number? PC type? And so on.
During the first call the technician instructed me to perform a system restore to a previous date. I was advised to wait until the operation was completed and then reboot the machine. This did not work. I called the help desk twice more that day, and was given new troubleshooting tasks and told to call back if the issue remained. Neither solution worked. The next day, I called three more times, and agents asked me to perform a check disk scan, complete virus scan and an operating system reload. None of these worked either. I called the help desk again on the third day, and the technician was convinced I should perform a complete system recovery on the computer. This lasted several hours and still no luck.
By the eighth call, I was completely frustrated and exhausted. This particular agent immediately sensed my frustration. He also noted that this was my eighth call to the help desk in 72 hours. “Clearly, we have not solved your issue,” he said. Then he surprised me by asking a different set of questions:
? Agent: Who uses the computer?
? Peter: My father.
? Agent: What is his skill level operating it?
? Peter: My father is more of a novice.
? Agent: May I ask how old he is?
? Peter: Sure, he is 84 years old.
? Agent: What types of applications does he commonly use?
? Peter: Basically only email and word processing.
? Agent: Is an antivirus program loaded on the PC?
? Peter: Yes.
? Agent: OK, here’s what we’re going to do…
The agent took control of the PC remotely, and proceeded to remove or disable some unused programs to free up some RAM, cut back the application of the antivirus program, and delete unneeded files in the temp folder, all of which help the run faster.
This eighth agent solved my father’s slow PC. While the previous seven agents flawlessly executed the carefully scripted troubleshooting steps, they failed to grasp the importance of the outcome the process was supposed to produce. Most of their emphasis was on how to do the job instead of the outcomes that would result if the job was well done. The eighth agent not only followed the script, but also – sensing the special situation – applied his own personal experience with a set of probing questions and a self-help approach. He combined the best of Six Sigma and Human Sigma to produce the desired outcome: a satisfied customer. In the process he initiated his own personalized form of leadership, creativity and customer relations.
employee復數(8)
《復數》公式匯總
一、復數的基本概念1、虛數單位：i i2=－12、復數的定義：
z = a + bi（復數） （實部） （虛部） 當a=0時，z=bi（純虛數） 當b=0時，z=a （實數）二、復數的幾何意義，復平面z=a+bi 坐標：z（a，b）
三、復數的模（|z|）|z|=√a2＋b2四、共軛復數（z）z=a+bi z=a－bi五、復數的四則運算加法：（a＋bi）＋（c＋di）=a＋bi＋c＋di=（a＋c）＋（b＋d)i減法：（a＋bi）－（c＋di）=a＋bi－c－di=（a－c）＋（b－d)i乘法： (a＋bi)(c＋di)=ac＋adi＋bci＋bdi2=ac＋adi＋bci－bd=（ac－bd）＋（ad＋bc )i (a＋bi)2=a2＋(bi)2＋2abi=a2＋b2i2＋2abi=a2－b2＋2abi (a－bi)2=a2＋(bi)2－2abi=a2＋b2i2－2abi=a2－b2－2abi除法： 1 1·i i i ai ai·i ai2 －a 1 a－bi a－bi a－bi a－bi
a＋bi (a＋bi)(a－bi) a2－(bi)2 a2－b2i2 a2＋b2
employee復數(9)
Toyota’s Practices of Employee Involvement and Engagement
1. Basic Information about Toyota
Toyota, a well-known?automotive?manufacturer headquartered in Japan, had become the largest?automobile manufacturer?in 2012 by production in the international market within the industry. In 2014, it became the?twelfth-largest company in the world by revenue with more than 338000 employees working in?its multinational corporations.(Motavalli,2014)
Toyota’s success greatly relies on its high profile in HRM practices of employee involvement and engagement. Ian Winfied, who conducted a detailed study on Toyota’s HRM since 2007, believes that Toyota’s human resource practices of employee involvement serve as a model for particularly manufacturing oriented organizations.(Lu,2009) Toyota’s strategies in employee involvement play a significant role for maintaining employees’ commitment and high-efficiency in international human resource management. By analysing Toyota’s HRM practices of employee involvement, the proposal will provide insight in increasing the collaboration of employees and strategies of effective human resource management.
2. HRM Practices of Employee Involvement and Engagement
In today’s highly competitive and dynamic business environment, Toyota has turned to their employees to improve organisational engagement through the concept of empowerment,employment teams and virtual teams. In increasing the degree of collaboration in the work environment, those efforts can promote the efficiency of work process and organizational decision making.(Phillippe,2009)
Employee Empowerment
Employee empowerment is a technique of involving employees in their work through the process of inclusion. Empowered employees should be held accountable for their behavior toward others, producing agreed-upon results, achieving credibility and operating with a positive approach.(Bohlander, 2010) Toyota encourages its employees to become innovators and managers of their own work and involves them in their jobs in ways that give them more autonomous decision-making capacities. Empowered employees share the responsibility of improving service quality, reducing costs and designing new products. In order for empowerment to grow and thrive, Toyota seeks a favorable environment for employee empowerment in which employees are encouraged to explore new paths to products and services.
Employee Teams
Toyota’s another HRM practices of employee involvement include employee teams, which serve as the outgrowth of the philosophy of empowerment. Working together towards a common purpose under specific circumstances, the team usually consists of members with a wide range of backgrounds and skills, collaborating to address a wide range of tactical business needs. .(Paul,2009) Major forms of employee teams of Toyota include task-force teams and process-improvement teams. A task force team of Toyota is formed by management to immediately resolve a major problem. For instance, along with Toyota’s recalls in 2010 due to the problems in vehicles which experienced?unintended acceleration, the employee team plays a significant role for developing a long-term plan for problem resolution. In addition, a process-improvement team of Toyota that consists of experienced employees from different departments has been responsible for improving quality, decreasing waste, or enhancing productivity in processes that affect all departments or functions involved.
Virtual Teams
Virtual teams use advanced computer and telecommunications technology to link team members who are usually geographically dispersed.(McGovern,2011) Virtual teams will communicate through their computers while looking at shared documents and use electronic white boards on which geographically separated members can draw charts in real time, as others watch and respond.(Paul,2009) To compete with today’s national and international markets, Toyota has also adopted virtual teams to involve experts in multinational corporations to enhance cross-functional interactions. For instance, when Toyota’s 7 million problematic vehicles would potentially place adverse effect on its reputation in American market in 2014, the company formed a cross-functional team to develop an effective proposal concerning all branch companies under a virtual environment (Malcolm,2010)
3. Literature Review About HRM Practices of Employee Involvement
Various studies on HRM practices of employee involvement can help multinational organizations like Toyota acquire techniques needed to maximize employee contributions. Arnold Bakker in his Defining and Measuring Work Engagement makes a comparative study of basic forms of employee involvement, including participative management, representative participation and employee stock ownership plans. He believes that the aim of representative participation is to redistribute power within an organization, putting employees on a more equal footing with the interests of stockholders.(Arnold, 2011) George Bohlander views employee empowerment and employee involvement groups as major HRM practices for organizations which seek great efficiency in employee engagement. Employee involvement groups are used principally as means of involving employees in the larger goals of the organization through their suggestions for improving service quality and cutting costs.(Bohlander, 2010) According to Robert Mathis in his Human Resource Management, organizations must adopt comprehensive managerial strategies to ensure an effective employee engagement. In the case of low performance reward links, human resource managers make efforts to appraise and reward performance, based on what the employees value. Despite the great number of HRM practices proposed by those studies, all have some characteristics in common, such as enhancing collaboration and increasing synergy.(Mathis,2011) Research has shown that more active employee’s engagement strengthens employee commitment to the organization’s goals, increases employee acceptance and encourages a cooperative approach to work-place tasks. Nevertheless, those studies also have their limitations, including the excessive emphasis on advantages rather than challenges in implementing those HRM strategies. For instance, in adopting the virtual teams concept, organizations must address several issues that could present obstacles to effective team function, including overly high expectations, different cultural values and time conflict.
4. Conclusion
In conclusion, Toyota’s HRM Practices of employee involvement has set a good example for promoting the employee commitment and efficiency of human resource management. Its major practices, including Employee empowerment, Employee teams and Virtual teams, play a significant role in increasing the degree of collaboration in the diversified work environment. In addition, by analysing relevant studies on HRM Practices of employee Involvement and Engagement, the proposal also points out the limitations and future challenges for the implementation of HRM strategies. As Toyota moving into a broader global market, extensive attention must be given to training team members’ skills in team leadership, diversity awareness and conflict resolution.
References
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5. Lu.D.(2009). Kanban Just-in-time at Toyota: Management Begins at the Workplace. Stamford, Conn.: Productivity Press.
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