中文3615字本科毕业论文（设计）外文翻译外文题目New Developments in Employee Training 外文出处Work Study外文作者Christianne Derouen, Brian H. Kleiner原文：New Developments in Employee TrainingChristianne Derouen, Brian H. KleinerIn order to accommodate the rapid technological changes, employees must mas-ter increasingly complex technical skills. Five major forces behind training becoming so important and central to any firm’s operations are as follows:(1) global and domestic competition;(2) changes in technology;(3) mergers, acquisitions and divestitures causing realignment of structures andfunctions of companies;(4) better educated workforce;(5) emergence of new occupations(computer, etc.).New training ideas are developed because trends are towards making training more practical, realistic and pertaining to employees’ jobs. Training must give em-ployees 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 long-term growth are all achieved once employees adapt to changes and are trained accordingly. In the past, training was very class-room/instructororiented. This has recently proven ineffective compared with more modern developments.Two books published in 1988[1,2] discuss many companies and modern em-ployee-training 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) manufacturer-user; and(4) designing and delivering training cost-effectively.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 GoalsThe first type of training mentioned in the above books discusses aligning train-ing strategies with corporate goals, which is necessary because each company must evaluate what is needed for it to be competitive and successful. Once this is known, training can be applied accordingly.American Transtech, a subsidiary of AT&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 two-day orientation where company policy and procedures are outlined and teamwork participation is encouraged, since teamwork is an integral part of American Transtech. On completion of the orientation, the new hires are placed in groups and trained about their job and its functions with the aid of a computer. 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 computer.Group training follows the employees to the workplace, where groups often meet to discuss needs and problems of the company. From this process the goals of training for the company are met. The computer/no instructor process is not mentioned very often but is a more modern way to train as computer 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 company which implemented a training pro-gramme aligned with its corporate goals. Training is so important to Corning Glass that it felt the training given would directly relate to success and hopefully put it a step ahead of its competition. The corporation, with the help of outside consultants, put together a textbook about quality at Corning Glass. The training department worked hard exposing all 28,000 employees to training in product and people quality. Mid-level management was the focus of the training. The book was used as a guide-line, and the emphasis was teamwork. From the initial training, Corning Glass found problem areas which needed to be addressed in further company training courses, in-cluding interpersonal relationships and problem solving. Though use of books is byno means a modern training method, a company writing its own book for training purposes and updating as needs arise is not a commonality. Most companies rely on outside training courses.Continuous LearningMore recent trends show training going beyond “job specific” to “continuous learning”, in which the focus is on other areas of expertise within the company. In continuous learning employees are encouraged to learn and understand the jobs and skills needed of those around them and more often perform them on a regular basis. Semiautonomous work teams are most conducive in the continuous learning envi-ronment because each employee trains others in their group. This way employees know one another’s jobs and can perform them in case of an employee absence. Em-ployees begin to realize that learning and continuous training is as big a part of their job as the job itself.Training one another, or “train the trainer”, is another important aspect of con-tinuous learning. It allows employees to develop new applications and techniques and share them with their peers or supervisors.S.B. Thomas, Inc. feels there are two types of training in its continuous learning plan – social and technical task training. In social training employees are given a sec-ondary job, such as communicator, counsellor, safety officer. These secondary jobs change frequently and are minor jobs compared with the job for which they are hired, but it gives employees a “teamwork” sense of pride in productivity. Although this is not an actual training course in the truest sense, it is a training method to increase em-ployees’ morale, and good employee morale increases work output as well as inter-personal relations.The technical task training is focused on learning the job which the employee will perform. Films are used to illustrate and explain various tasks the company per-forms and those which will be undertaken by the new employee. As this is not a new development, it will not be discussed.S.B. Thomas has work teams in which members train one another. A new hire learns from a facilitator the overall job of the group in which he/she is placed. In thecourse of this, a new employee receives direction and support from a co-worker al-ready experienced in the task. Although S.B. Thomas does not focus as much on out-side training (e.g. college courses), its commitment to the in-house training and moti-vation of all employees has proved effective.Factories are also utilizing modern training ideas. They are prone to employ mul-tiskilled workers and use multipurpose machines. Factories now use flexible automa-tion – organizing the shopfloor into cells and short assembly lines. Workers in each cell must have knowledge and skills to operate a variety of machines and know prod-uct requirements. Single purpose assembly lines are a thing of the past because the ability to do more than one job increases productivity, giving companies a competi-tive advantage. Traditionally, single-skilled training was highly specialized with cen-tralized decision making. The “factory of the future” focuses on cross-training and decentralized decision making.“Communication plays a major role in ensuring tasks are learned”In order to succeed in using multiskilled employees, a factory must train imme-diately, get employees involved, and get the support of top management. Training must address many issues such as planning, operating methods, communication flows, safety, etc. Communication plays a major role in ensuring tasks are learned. Addi-tionally, stress and conflict must be overcome for employees to be most productive.Through performing a variety of functions, the employee gains task identity and skill variety, creating increased motivation, work performance and decreased absen-teeism. This is another form of continuous learning, as employees are learning not only their particular job but also those of their cellmates. This area of training has re-cently become widespread but not a major training impetus.Manufacturer-UserAnother form of training is “manufacturer-user”, which involves the vendor and sup-plier sharing ideas and information about design and implementation and having joint responsibility for training. Turning to the manufacturer for aid in training would seem a likely choice as it should know about the machine in use and its various functions. This form of training can result in more up-time, increased creative applications,manufacturer and customer satisfaction and improved design of machines. It is also a relatively inexpensive way to train because the supplier does not need to implement training programmes or hire outside consultants. Manufacturer-user training asks for a training commitment from the supplier on entering into a buying agreement; and the more co-operative and committed the vendors and users are, the more productive the training is. It is believed that this type of training, although not used extensively, will gain a foothold in the next ten years.Goodyear Tire and Rubber Company is an example of a company which initiated a manufacturer-user programme with its suppliers. It requires its suppliers to enter in-to a training agreement on award of an equipment bid. A typical training agreement with suppliers requires:●Access to supplier’s plant by training poeple from Goodyear in order to pre-pare task analysis and training material.●Hands-on use for operators, maintenance workers, and managers. Classroomwork, media, equipment and instructionare also used.●Training content matching specifications required.●Complete training before the equipment goes into operation.● A training representative of the supplier dedicated to full-time training.Goodyear’s training is limited, teaching only a basic knowledge of how to use the equipment, then leaves training new or additional employees up to the supplier using train-thetrainer style mentioned earlier.Designing and Delivering Training Cost-effectivelyThere are three approaches to designing and delivering training costeffectively. The first is a systems approach, which organizes the educational process into man-ageable steps, resulting in improved decision making and training delivery.The second approach is training partnerships with community colleges. Compa-nies get together with colleges to decide which training courses can be offered and what the company needs. Then the company signs up employees to attend. This area is enhanced when colleges increase their flexibility of courses offered and provide high quality instruction.The third approach is satellite or live interactive TV, which usually offers gradu-ate level courses. Many companies use a combination of the above three approaches.“They realized that learning occurs on the receiving end”The first approach mentioned is not a modern development so will not be dis-cussed. The second and third approaches have more recent applications.National Technical University is an example of a company which uses both the second and third approach to design cost-effectively and deliver trainingcollege and satellite TV. National Tech is a non-profit private educational corporation which awards master degrees in selected fields. Involvement by 24 universities nation-wide as well as employees’ companies allows National Technical University to emphasize high quality instruction. Companies pay a fee to join, which allows employees to par-take in the education. Then the student pays the fees and may receive reimbursement from the employer. The basic functions of National Technical University are, in addi-tion to awarding master degrees in selected disciplines, to provide research seminars, operate telecommunication for on-site services, offer short courses, seminars and workshops to introduce new technology, and establish a satellite network between industries and universities. Classroom time is done on-site or at work, over satellite. This is the wave of the future, as there is a growing number wanting to take part in this type of programme.The US Army utilizes the third approach –TV –for effective, costefficient training. Although this method is already used in industry, the approach which the army took in presenting it is more modern. The Army Training Department found that a simple, dry lecture on TV was not the most productive way to train. They realized that learning occurs on the receiving end; so, getting the students involved through TV training would be a tough challenge. They decided to restructure TV training by having their lecturers “interact” with the viewers by speaking to them as if they were in the same room, asking questions, and presenting problems which required team-work among the students. Training was found to be more fun, as students sat forward in their seats and concentration increased, creating a more conducive training pro-gramme. This “interactive” approach, although it works best, does not seem to be theapproach which many companies take.译文：员工培训的新发展克里斯蒂安·德鲁昂布赖恩·克莱纳为了适应科技的迅速变化，员工必须掌握日益复杂的技术和技能。