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中國(guó)十多年前的翻譯服務(wù)都是由國(guó)家政府、機(jī)關(guān)、單位、企業(yè)內(nèi)部自行解決的。社會(huì)化的翻譯服務(wù)與機(jī)關(guān)企業(yè)內(nèi)部的翻譯服務(wù)相比，服務(wù)質(zhì)量更好、效率更高、人力成本更低。現(xiàn)代化國(guó)際機(jī)構(gòu)、企業(yè)大多都將翻譯服務(wù)業(yè)務(wù)“承包”給專業(yè)的翻譯公司，就是基于競(jìng)爭(zhēng)壓力和充分利用比較優(yōu)勢(shì)做出的理想選擇。通過翻譯業(yè)務(wù)的“外包”可以用較低的費(fèi)用獲得優(yōu)質(zhì)和高效的翻譯公司的服務(wù)，翻譯公司專業(yè)服務(wù)外包作為一種新的現(xiàn)代服務(wù)業(yè)模式，發(fā)展勢(shì)頭十分迅猛，交易的規(guī)模不斷擴(kuò)大，業(yè)務(wù)范圍不斷拓寬，參與的群體不斷增多。翻譯服務(wù)“外包”的快速發(fā)展為翻譯服務(wù)企業(yè)的現(xiàn)代化發(fā)展提供了機(jī)遇，同時(shí)也對(duì)翻譯公司現(xiàn)代化發(fā)展提出挑戰(zhàn)，提出了更高的要求，推動(dòng)翻譯公司向高素質(zhì)、專業(yè)化、職業(yè)化、規(guī)模化的方向發(fā)展。 新華翻譯社呼吁：面對(duì)國(guó)際社會(huì)和國(guó)內(nèi)對(duì)翻譯服務(wù)的潛在的、巨大的市場(chǎng)需求，翻譯服務(wù)資源存在地區(qū)分布不均勻、單個(gè)翻譯公司實(shí)力不強(qiáng)大、外語(yǔ)翻譯人員結(jié)構(gòu)不合理等問題。如何進(jìn)行有效的資源整合是翻譯公司所面臨的重要課題。翻譯服務(wù)公司要通過產(chǎn)業(yè)聯(lián)盟、現(xiàn)代信息技術(shù)應(yīng)用等措施加強(qiáng)翻譯服務(wù)資源整合開發(fā)、合理配置、有效利用，實(shí)現(xiàn)資源共享、優(yōu)勢(shì)互補(bǔ)，有效地滿足市場(chǎng)需求，推動(dòng)翻譯產(chǎn)業(yè)良性發(fā)展，實(shí)現(xiàn)聯(lián)盟翻譯公司合作共贏。 |
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| 煙臺(tái)翻譯公司關(guān)鍵字：3 operator of low satisfaction with pay incentives.Task Force "operators pay survey" showed that the operators the satisfaction of the incentive compensation is not high, the pay satisfaction was significantly lower than their needs. "Operator salary survey", the design and work incentives for the 15 motivational factors (see Table 4) and job satisfaction in the survey content. Respondents were working according to their "importance" and "satisfaction" to sort the five factors selected, will be ranked first in the value of 5 points, second place of assignment 4, the third assignment 3 points, fourth place 2 points assignment, the fifth assignment 1 minute, no candidates assigned 0 points. Survey results show that the top five operators sort of work motivation: job content, a sense of accomplishment, reward, self-advancement opportunities, job autonomy. Survey data by the statistical test results can be stratified incentive to work, including: Work content, located on the first floor; success - reward motivation on the second floor; self-improvement - work autonomy - the higher the recognition - reflects the responsibility and morality - colleagues - and benefits - lower support, in the third layer; social prestige and status - promotion - social value - corporate feeling - working conditions, in the fourth layer. |
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