Question

急求人力资源论文帮忙翻译！英翻中~多谢了！！！

谢谢各位强人了！基本通顺即可，我把我所有能给的分都给了！因为真的很急~这两天就要交... 比较长，这是一部分。 Philosophies of Salesforce Management in the People's Republic of China: Findings and Discussions Three groups of similar philosophies and practices of sales management emerged. Content analysis was then used to identify the essence of the messages in each group relating to salesforce management. The following areas were scrutinized: salesforce structure, recruitment, training and motivation. (An English translation is given in the Appendix.) Consolidated findings and discussions are as follows: (1) The enterprise managers monitor the sales function closely. Some of them even call the customers themselves (Group 1) and some of them will allocate one member of staff as the immediate supervisor (Group 2). However, the sales organization tends to be "flat" in structure and the span of control is wide. Consequently, authority for most decisions will be routed back to the factory managers and the factory managers are busy at their daily sales decision-making (Group 3). The three groups also adopt a territorially structured arrangement and each sales representative is assigned an exclusive territory. (2) Clearly stipulated criteria for salesforce selection have been identified. The sales managers need to be hardworking, show initiative, be energetic, be independent and be able to work under pressure (Group 2). The sales representatives need to be honest, hardworking and competent in product knowledge (Group 3). (3) The Chinese enterprises give new sales recruits one of the following two types of training — both on-the-job and informal in nature — the sink-orswim approach (Group 1) and the sponsorship approach (Group 2). An enterprise manager alleges that the sales representatives are selling to cost- and value-conscious buyers (Group 3), but he fails to offer more formal training programmes to support the personal selling efforts. There is an urgent need to provide some kind of formal training and development to the salesforce if an enterprise wants to get a good return on its investment in the salesforce. (4) The three groups use monetary motivational methods, like commission, bonus and job security, to encourage the salesforce to improve performance. The purpose is to spur salesmen from being inactive and inert to being proactive and independent. However, the evaluative and motivational programmes place too much emphasis on quantitative aspects, like quota and straight commission schemes, whilst the qualitative factors like commendation or sales contests have been neglected.

Answer 1

中华人民共和国销售管理学
结果及讨论
有三类相似的销售管理学和实践，用内容分析对每种哲学及实践在销售管理方面进行了信息本质识别，包括以下领域：，人力资源结构，人力资源招收，培训及激励（附录中有英文翻译）确切的发现结果及讨论如下：
1.企业经理密切监管销售反馈。有的经理甚至亲自给顾客打电话（第一类），有的经理分配一名员工作为临时监管人去监管（第二类）。然而，销售结构倾向于平整，控制范围很宽。结果，大多数的决策权又推回给工厂经理，而工厂经理又忙于为每日的销售做决策（第三类）。这三类采取领域结构安排，每一个销售代表又授予一个特有的领域
2.销售人员选择由明确的标准，销售经理须勤奋，主动，精力充沛，独立性强，能在高压环境下工作。（第二类）。销售代表须诚实，勤奋，了解产品。（第三类）
3.中国企业给予新进招收人员以下两种培训的一种，两种都是本质上是在职的，非正式的。
淘汰或顺流而上的方法（第一种），赞助式培训。（第二种），企业经理指定销售代表向消费意识很强的顾客推销产品(第三种).但是经理不能提供正式的培训来支持员工的销售。如果企业想要为它在人员培训上作出的投资利得到更多的回报，就需要为员工提供一些正式的培训和发展的机会。
4.这三类用金钱来激励的方法，用包括津贴，奖金和工作的稳定性这些方法来激励员工提升员工工作表现。目的是防止员工产生惰性变得不积极，不独立。然而，这种评估和激励性的方法过分强调如配额和奖励制度的量的方面，却忽略了诸如嘉奖和销售竞争等质的方面的因素。
我打了半天哈