弘揚國學 · 傳承文化

微信搜索《AI寫作?！访赓MAI繪畫

首頁英語詞典employeeemployee考試真題

employee

英 [empl??'i?; em'pl??i?; ?m-] 美[?m'pl??i]

英英釋義考試真題實用場景例句

n. 雇員；從業員工

考試真題

To ensure employees' commitment, it is advisable to give them more flexibility as to where and how they work.

The fashion for teams is driven by a sense that the old way of organising people is too rigid for both the modern marketplace and the expectations of employees.

Companies are abandoning conventional functional departments and organising employees into crossdisciplinary teams that focus on particular products, problems or customers.

A new study of 12,000 workers in 17 countries by Steelcase, a furniture-maker which also does consulting, finds that the best way to ensure employees are engaged is to give them more control over where and how they do their work—which may mean liberating them from having to do everything in collaboration with others.

When employees log in to their computers, they're shown a picture of one of their coworkers and asked to guess that person's name.

What motivates employees to do their jobs well? Competition with coworkers, for some.

To enhance morale, one company asks its employees to identify their fellow workers when starting their computers.

Tips benefit the boss rather that the employees.

The platforms that are most effective turn employees' ordinary job tasks into part of a rich adventure narrative.

Some employees found the board motivating.

Research shows that managers who have a fixed mind-set are less likely to seek or welcome feedback from their employees than are managers with a growth mind-set.

Pregnant employees struggled to keep up.

One company Werbach has studied uses gamification to create a sense of community and boost employees' morale ( ' , 士氣).

Monica Cornetti runs a company that gamifies employee trainings.

It might mean monitoring employee productivity on a digital leaderboard and offering prizes to the winners, or giving employees digital badges or stars for completing certain activities.

It could also mean training employees how to do their jobs through video game platforms.

In a Los Angeles Times article, one employee referred to the board as a digital whip.

Gamification in employee training does not always need technology.

Employees formed storm chaser teams and competed in storm-themed educational exercises to earn various rewards.

But mostly, I hate tipping because I believe I would be in a better place if pay decisions regarding employees were simply left up to their employers, as is the custom in virtually every other industry.

It aims to bring employees' potential and creativity into full play.

Companies are employing in-house versions of Facebook and creating their own "app stores" to deliver software to employees.

She frequently ill-treated her employees.

You can have a try, but as far as i know,he seldom accepts invitations from his employees Q: What can we infer about Mr

Instead, the company said Tuesday, its employees will ask parents whether they prefer such options as milk or sliced apples before assembling the meals

Have you hired any employees to work with you yet?

He has been particularly happy about the new equipment because many of the employees have told him how much it has helped them.

Along with improving the equipment, Chris began a program to train employees to use equipment better and do simple maintenance themselves

The training saved time for the employees and money for the company.

Two employees the Chris hired were stealing, and he had to fire them

Several of the employees in the computer department, for example, claim to be developing vision problems from having to stare at a video display terminal for about 7 hours a day.

The owner was too embarrassed to talk to his employees

Rights and responsibilities of company employees.

Store employees looked at me like I'm some kind of hardened criminal.

The most annoying thing though, is the way employees watched my friends and me

Junior employees being made to work overtime.

A dedicated USPS employee was on the job carrying out duties in spite of extreme conditions.

It will slash staffing at its fleet of 770 stores, a move affecting some 3,000 employees.

Workplace norms pressure employees to overwork, deterring them from taking paid time off.

We've held on to this workday structure – but thanks to our digital devices, many employees never really clock out.

Too many workplace policies effectively prohibit employees from developing a healthy work-life balance by barring them from taking time off, even when they need it most.

To address skyrocketing employee stress levels, many companies have implemented workplace wellness programs, partnering with health care providers that have created programs to promote employee health and well-being.

These factors have converged to create an increasingly impossible situation with many employees overworking to the point of burnout.

The problem isn't the technology itself, but that the technology is being used to create more flexibility for the employer rather than the employee.

The overwhelming majority of employees attribute their stress mainly to low pay and an excessive workload.

The 83% of American employees who are stressed about their jobs – up from 73% just a year before – say that poor compensation and an unreasonable workload are their number-one sources of stress.

The employees were less likely to leave their jobs, resulting in reduced turnover.

Research finds that if employees suffer from high stress, they will be less motivated, less productive and more likely to quit.

Perlow calls this vicious cycle the cycle of responsiveness: Once bosses and colleagues experience an employee's increased responsiveness, they increase their demands on the employee's time.

Of the 300 employees participating in the study, those who experienced high levels of telepressure were more likely to agree with statements assessing burnout, like I've no energy for going to work in the morning, and to report feeling fatigued and unfocused.

No wonder only 13% of employees worldwide feel engaged in their occupation.

In a study published last year, psychologists coined the term workplace telepressure to describe an employee's urge to immediately respond to emails and engage in obsessive thoughts about returning an email to one's boss, colleagues or clients.

In a competitive work environment, employers are able to use technology to demand more from their employees rather than motivating workers with flexibility that benefits them.

In a 2011 study, she investigated the effects of implementing a Results Only Work Environment ( ' , ROWE) on the productivity and well-being of employees at Best Buy's corporate headquarters.

If employees respond quickly to their job assignments, the employer is likely to demand more from them.

Full-time employees who do have paid vacation days only use half of them on average.

For the study, 325 employees spent six months taking part in ROWE, while a control group of 334 employees continued with their normal workflow.

Flexibility resulting from the use of digital devices benefits employers instead of employees.

But even when employees are given paid time off, workplace norms and expectations that pressure them to overwork often prevent them from taking it.

And because a failure to accept these increased demands indicates a lack of commitment to one's work, the employee complies.

After six months, the employees who participated in ROWE reported reduced work-family conflict and a better sense of control of their time, and they were getting a full hour of extra sleep each night.

According to Moen, flexibility gives employees better control over their work and time.

A study of employees at health insurance provider Aetna revealed that roughly one quarter of those taking in-office yoga and mindfulness classes reported a 28% reduction in their stress levels and a 20% improvement in sleep quality.

A job application might mention affiliations with groups such as the Wisconsin Association of African-American Lawyers or the National Black Employees Association, the names of which apparently have consequences, and are also beyond their members' control.

When teamsconsist of experienced employees from hierarchical organizations, who have been conditioned to traditional organizational?culture, cooperation may not occur naturally, it may need to be created.

The problem isn't the technology itself, but that the technology is being used to create more flexibility for the employer rather than the employee.

This means they are paid the lowest legal wage and receive no health care or other benefits provided to full-time employee.

To address skyrocketing employee stress levels, many companies have implemented workplace wellness programs, partnering with health care providers that have created programs to promote employee health and well-being.

Unfortunately, the average full time employee in the world works 42 hours a week.

A 90-year-old has been awarded "woman of the year" for being Britain's oldest full-time employee-still working 40 hours a week.

A recent trend has been to encourage employees to use their own initiative, to make decisions on their own without asking managers first.

According to the Dallas area cultural advocacy coalition, arts agencies employ more than 10, 000 people as full-or part-time employees or independent contractors.

After de-layering in this way, a company may be left with just a top level of senior managers, front-line managers and employees with direct contact with the public.

But Oshbot, like other social robots, is not intended to replace workers, but to work alongside other employees.

Corporate and institutional office designers often struggle to resolve a number of competing and often conflicting demands, including budgetary limits, employee hierarchies, and technological innovationespecially in relation to computerization.

Creating an atmosphere in which employees feel part of a team is a big challenge.

Designers have also created informal gathering places, and upgraded employees' access to heavily trafficked areas such as copy and coffee rooms.

Favorable policies are in effect to encourage employees' professional development.

Minutes after the last movie ended yesterday at the plaza theater, employees were busy sweeping up popcorns and gathering coke cups.

The boss of the company is trying to create an easy atmosphere where his employees enioy their work.

The most successful office designs are like a good marriage-the well-designed office and the employees that occupy it are seemingly made for each other.

They believe, for example, that their employees need constant supervision if they are to work effectively, or that decisions must be imposed from above without consultation.

Under such circumstances, smart firms need to find ways to let their employees have enough flexibility to manage their time efficiently.

Meanwhile, it has more than $120 billion in unfunded liabilities, mostly for employee health and retirement costs.

主站蜘蛛池模板：中文字幕一区二区免费| 亚洲国产高清在线一区二区三区| 国产成人无码aa精品一区| 一区二区三区在线播放视频| 精品一区二区三区东京热| 中文字幕在线观看一区| 在线观看视频一区二区| 久久精品国产第一区二区三区| 久久久久久一区国产精品| 美女AV一区二区三区| 国产一区二区三区播放| 欧美日本精品一区二区三区 | 日韩三级一区二区三区| 精品福利一区二区三区免费视频| 久久青草国产精品一区| 狠狠综合久久AV一区二区三区| 国产成人高清精品一区二区三区| 国产在线精品一区二区| 免费观看日本污污ww网站一区| 精品国产日韩亚洲一区在线| 国产成人欧美一区二区三区 | 少妇一夜三次一区二区| 中文字幕精品一区二区2021年 | 国产SUV精品一区二区88| 亚洲av色香蕉一区二区三区| 无码人妻啪啪一区二区| 国模视频一区二区| 无码一区二区三区在线| 久久久久人妻一区二区三区 | 在线观看免费视频一区| 免费无码AV一区二区| 国产精品综合一区二区三区| 春暖花开亚洲性无区一区二区| 日本国产一区二区三区在线观看| 亚洲国产系列一区二区三区 | 天堂Aⅴ无码一区二区三区| 精品久久久久中文字幕一区| 肥臀熟女一区二区三区| 日韩精品无码中文字幕一区二区 | 精品无码人妻一区二区三区| 亚洲视频一区在线观看|