【中英雙語】434關(guān)于企業(yè)公司人力資源管理hr新職員就業(yè)崗前培訓(xùn)有關(guān)的外文文獻(xiàn)翻譯成品：新員工培訓(xùn)計(jì)劃的實(shí)地研究：行業(yè)實(shí)踐和戰(zhàn)略見解（中英文雙語對照）

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！本文價格不貴,也就幾十塊錢！一輩子也就一次的事！外文標(biāo)題：A Field Study of New Employee Training Programs: Industry Practices and Strategic Insights外文作者：J. Bruce Tracey，Timothy R. Hinkin，Michael K

2、ingra，Jonathan Taylor文獻(xiàn)出處: Cornell Hospitality Quarterly 2019, Vol. 56(4) 345–354 (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 4311 單詞，29036 字符(字符就是印刷符)，中文 6426 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。 ）A Field Study of New Emplo

3、yee Training Programs: Industry Practices and Strategic InsightsAbstract：Given the importance of well-designed and well-executed training programs, it is important to learn more about the content and design of effective

4、training programs for new employees, particularly those that have been implemented in the hospitality industry. Through a field study assessment of pre-opening training programs that have been implemented by fifteen hote

5、l firms and sixteen restaurant companies, we found that hotels and restaurants spend approximately the same time on pre-opening training for new staff, with the exception of restaurant managers, who receive significantly

6、 more days of training than do their hotel counterparts. In addition, there were substantive differences in the amount of pre-opening training based on firm size and whether the company was publicly traded or privately h

7、eld. We also found that the majority of pre-opening training is designed and delivered by corporate staff, and a balance of active and passive training methods are used for facilitation. Finally, although our survey meth

8、odology did not allow us to determine the costs associated with pre-opening training (and therefore the return on these efforts), we noted that the firms used guest satisfaction measures and measured the employees’ conte

9、nt mastery, among other metrics.requisite attitudes, behavior, and knowledge during the initial stages of employment (Van Maanen and Schein 1979). However, the empirical findings are again quite limited (cf. Cable and Pa

10、rsons 2001) and do not provide much insight regarding content- or design- related features that can or should be included in new employee training programs.Similarly, while a few studies have examined socialization and n

11、ew employee training in hospitality contexts (e.g., Yang 2009; Young and Lundberg 1996), the focus has been primarily on employee perceptions regarding their initial training experiences. In that regard, similar to resea

12、rch on socialization, these findings do not provide any substantive prescription—conceptually or practically—regarding pro- gram content and design. Moreover, an exhaustive search of the hospitality research literature f

13、ailed to reveal any details regarding the content or design of new employee programs. Finally, we could not identify any studies that have examined the ways in which new employee training programs may account for or adap

14、t to the dynamic nature of internal and external environmental conditions. This is a particularly salient gap, especially in light of the hospitality industry’s change-oriented and competitive nature (cf. Enz 2010). Ther

15、efore, the objectives of this exploratory study are twofold: (1) to identify the key content, design, and implementation features associated with arguably one of the most important types of hospitality training—pre-openi

16、ng training for new employees, and (2) to enhance our understanding about the ways in which such training programs may be adaptive to account for the dynamic nature of internal and external work settings. We will begin b

17、y presenting a brief overview of the characteristics that are associated with effective training programs. We will then present an analysis of the recent research on HR flexibility, which provides some insights about the

18、 adaptive nature of the HR system components, including new employee training programs. Next, we present the results from a case study that examines new employee training programs that have been implemented by a sample o

19、f thirty-one “most admired” hotel and restaurant companies. We conclude with a discussion about the ways in which learning and development programs can be designed and implemented to maximize impact and account for the d

20、ynamic influences associated with hospitality settings.Effective TrainingIn their recent review of the research literature on training and development, Aguinis and Kraiger (2009) reiterated the importance of four fundame