英语翻译

TherewardsincludedinLearningandDevelopmentinTable1arecareerdevelopment,learningexperiences,performancemanagement,trainingandcoachingandmentoring.ThepapersreviewedabovecomparingmultiplerewardcategoriesshowthatLearningandDevelopmentrewardshaveasignificantplaceinthevaluepropositionsofhightechnologyworkers.WeturnnowtopapersthatstudiedLearningandDevelopmentspecifically.Cordero,DiTomaso,andFarris(1994)analysedtheresponsesof3163USR&Dprofessionalsintheirstudyofjobsatisfaction,turnoverandcareerdevelopmentopportunities(managerialandtechnical).Theyfoundapositiverelationshipbetweenmanagerialdevelopmentopportunitiesandjobsatisfaction,butnonebetweentechnicaldevelopmentopportunitiesandjobsatisfaction.TheyalsofoundthatthosewithtechnicaldevelopmentopportunitiesweremorelikelytoleavetheemployerbutlesslikelytoleaveR&Dforotherareasofthefirm.ThosewithmanagerialdevelopmentopportunitiesweremorelikelytoleaveR&Dforotherpartsofthefirm,butlesslikelytoleavetheemployer.TheCorderoetal.(1994)papershowsthatcareerdevelopmentopportunitieshavevalueforR&Dworkersbutthatassessingthebenefitsofprovidingsuchopportunitiesisnotstraightforward.Forexample,isturnoverintheR&Dunitagoodmeasureoftheeffectivenessofrewardpractices?ProvidingmanagerialdevelopmentopportunitiesdoescontributetojobsatisfactionbutalsoleadstohigherturnoverinR&Dunits.However,atleastsomeofthatturnoverresultsfromtechnicalpeoplemovingintomanagement,andthatisprobablyagoodthing.Theprognosisfortechnicaltrainingopportunitiesisnotasgood.Notonlyistheprovisionoftechnicaldevelopmentopportunitiesnotcorrelatedwithjobsatisfaction,itisrelatedtoturnoveroutofthefirm,presumablytorivals.Furtherresearchisclearlyinorder.Chen,Chang,andYeh(2003)arguethatthecareerdevelopmentprogramsprovidedtoR&Demployeesneedtobematchedtotheircareerdevelopmentneeds.TheirsisaconceptualtreatmentbuiltaroundthecareerstagesofSuper(1957)andCron(1984).Atdifferentstagesintheircareerstechnicalemployeeswillhavedifferentcareerdevelopmentneeds.ThesepapersonLearningandDevelopmen