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1、此文檔是畢業(yè)設(shè)計(jì)外文翻譯成品( 含英文原文+中文翻譯) ,無需調(diào)整復(fù)雜的格式!下載之后直接可用,方便快捷!本文價(jià)格不貴,也就幾十塊錢!一輩子也就一次的事!外文標(biāo)題:Explaining employee turnover in an Asian context外文作者:Naresh Thhatri and Chong Tze Fern, Pawan Budhwar文獻(xiàn)出處: Human Resource Management Journ
2、al, 2018,11(1):54-74 (如覺得年份太老,可改為近 2 年,畢竟很多畢業(yè)生都這樣做)英文 6216 單詞,40487 字符(字符就是印刷符),中文 9392 漢字。 (如果字?jǐn)?shù)多了,可自行刪減,大多數(shù)學(xué)校都是要求選取外文的一部分內(nèi)容進(jìn)行翻譯的。 )Explaining employee turnover in an Asian contextAbstract:Employee turnover is giving sl
3、eepless nights to HR managers in many countries in Asia. A widely-held belief in these countries is that employees have developed `bad’ attitudes due to the labour shortage. Employees are believed to job-hop for no reas
4、on, or even for fun. Unfortunately, despite employee turnover being such a serious problem in Asia, there is a dearth of studies investigating it; in particular studies using a comprehensive set of variables are rare. Th
5、is study examines three sets of antecedents of turnover intention in companies in Singapore: demographic, controllable and uncontrollable. Singapore companies provide an appropriate setting as their turnover rates are am
6、ong the highest in Asia. Findings of the study suggest that organizational commitment, procedural justice and a job-hopping attitude were three main factors associated with turnover intention in Singapore companies.Volun
7、tary turnover is a major problem for companies in many Asian countries such as South Thorea, Malaysia, Singapore and Taiwan (Barnett, 1995; Chang, 1996; Syrett, 1994). For example, in 1995 (the last year for which compar
8、ative data was available) the average monthly resignation rates were noted as 3.4 per cent, 2.9 per cent and 2.7 per cent in Singapore, South Thorea, and Taiwan, respectively (Barnard and Rodgers, 1998). In a recent foru
9、m of the HR professional bodies of Hong Thong, Malaysia and According to the report of a task force on job-hopping in Singapore, more than two- thirds of the organizations indicated that they had suffered a productivity
10、loss of greater than 10 per cent as a result of the high employee turnover (National Productivity Board, Singapore, 1988). The survey also reported a high cost of recruitment and poor quality of products and services due
11、 to high turnover. Even more important, high turnover was found to be the major source of poor morale in many organizations.Surprisingly, there are so few research studies examining this important issue in Asia and popul
12、ar perceptions or `informal theories’ on employee turnover abound in both academic and practitioner circles. Campbell and Campbell (1997) identified two major problems with `informal theories’ on employee turnover. First
13、, they are untested and as a result prone to errors. Secondly, according to the widely-held `informal theories’ by practitioners in Singapore, most of the employee turnover in their companies is attributable to two exter
14、nal factors: labour shortage and bad employee attitudes. Thus, to the degree that managers hold these `informal theories’, turnover becomes a serious but intractable issue. The authors noted that, while HR managers were
15、acutely aware of the problem and its associated ramifications, they typically have developed no real strategies for combating turnover.This study has two main objectives. First, most of the studies on turnover intention
16、were conducted in Western organisational contexts. Thus, findings of these studies may not be applicable to organizations in Asia due to vast differences in the economic, social and cultural environments (Cotton and Tutt
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