seniority rule

简明释义

资历规定

英英释义

例句

1.The union supports the seniority rule 资历规则 to ensure fair treatment of long-serving employees.

工会支持seniority rule 资历规则，以确保对长期服务员工的公平对待。

2.Many organizations implement a seniority rule 资历规则 for layoffs to protect their most experienced workers.

许多组织实施seniority rule 资历规则来裁员，以保护他们最有经验的员工。

3.Under the seniority rule 资历规则, Jane was promoted to manager because she had been with the company for over ten years.

根据seniority rule 资历规则，简因在公司工作超过十年而被提升为经理。

4.In our company, promotions are decided based on the seniority rule 资历规则, which means that employees with longer tenure have priority.

在我们公司，晋升是根据seniority rule 资历规则来决定的，这意味着在职时间更长的员工优先。

5.The seniority rule 资历规则 often leads to disputes among younger employees who feel overlooked.

由于seniority rule 资历规则，年轻员工经常感到被忽视，从而引发争议。

作文

The concept of the seniority rule is prevalent in various organizations, especially in workplaces and educational institutions. Essentially, the seniority rule refers to a policy or practice where individuals with longer tenure or experience are given preference over newer members in matters such as promotions, job security, and other benefits. This principle is often seen as a way to reward loyalty and commitment to an organization, but it also has its pros and cons.On one hand, the seniority rule can foster a sense of stability within an organization. Employees who have dedicated many years to their jobs often possess invaluable institutional knowledge, which can be vital for maintaining operational continuity. For instance, in a school setting, veteran teachers may have developed effective teaching strategies and classroom management techniques that newer teachers have yet to learn. By prioritizing these experienced individuals, schools can ensure that students receive quality education based on tried-and-true methods.Moreover, the seniority rule can help in building morale among long-serving employees. Knowing that their dedication will be recognized can motivate them to continue performing well. This can lead to a more harmonious workplace where employees feel valued and appreciated for their contributions over the years. Additionally, it can reduce turnover rates, as employees are less likely to leave an organization that rewards their loyalty.However, the seniority rule is not without its criticisms. One major concern is that it can lead to complacency among long-serving employees. If promotions and benefits are guaranteed based solely on tenure, there may be less incentive for these individuals to innovate or improve their skills. This can create a stagnant work environment where new ideas are stifled, ultimately hindering the organization's growth.Furthermore, relying heavily on the seniority rule can be detrimental to younger employees who may bring fresh perspectives and innovative approaches to their roles. In a rapidly changing world, organizations need to adapt quickly to remain competitive. By overlooking the contributions of newer employees in favor of seniority, organizations risk missing out on valuable insights that could drive progress and improvement.In conclusion, while the seniority rule has its merits in promoting loyalty and recognizing experience, it is essential for organizations to strike a balance. A hybrid approach that values both seniority and meritocracy could be more effective. By acknowledging the contributions of both seasoned veterans and promising newcomers, organizations can create a dynamic environment that encourages growth and innovation. Ultimately, the goal should be to cultivate a workplace culture that appreciates experience while also embracing change and new ideas. This balanced perspective can lead to a more engaged workforce and a thriving organization.

“资历规则”的概念在各种组织中普遍存在，尤其是在工作场所和教育机构中。基本上，“资历规则”是指一种政策或做法，其中在晋升、工作保障和其他福利等事务中，拥有更长任期或经验的个人优先于新成员。这一原则通常被视为奖励对组织的忠诚和承诺的一种方式，但它也有其优缺点。一方面，“资历规则”可以在组织内促进稳定感。那些在工作中奉献多年的人往往拥有宝贵的内部知识，这对于维持运营连续性至关重要。例如，在学校环境中，资深教师可能已经开发出有效的教学策略和课堂管理技巧，而新教师尚未掌握。通过优先考虑这些经验丰富的个人，学校可以确保学生接受基于经过验证的方法的优质教育。此外，“资历规则”可以帮助提高长期员工的士气。知道自己的奉献会得到认可，可以激励他们继续表现出色。这可以导致一个更加和谐的工作环境，员工感到自己的贡献得到了重视和欣赏。此外，它还可以减少员工流失率，因为员工不太可能离开一个奖励他们忠诚的组织。然而，“资历规则”并非没有批评意见。一个主要问题是，它可能导致长期员工的自满。如果晋升和福利仅仅依靠任期来保证，那么这些人可能会缺乏创新或提升技能的动力。这可能会造成一个停滞不前的工作环境，新想法受到压制，最终阻碍组织的发展。此外，过度依赖“资历规则”可能对年轻员工不利，他们可能为角色带来新鲜的视角和创新的方法。在快速变化的世界中，组织需要迅速适应以保持竞争力。通过忽视新员工的贡献而偏向资历，组织可能会错过推动进步和改进的宝贵见解。总之，虽然“资历规则”在促进忠诚和认可经验方面具有其优点，但组织必须找到平衡。一种同时重视资历和功绩的混合方法可能更为有效。通过承认资深员工和有前途的新员工的贡献，组织可以创造一个充满活力的环境，鼓励成长和创新。最终，目标应该是培养一种既欣赏经验又拥抱变化和新思想的工作文化。这种平衡的观点可以导致一个更加参与的员工队伍和一个繁荣的组织。