seniority system

简明释义

年资制度

英英释义

例句

1.In many companies, promotions are often determined by the seniority system 资历制度, where employees with longer tenure are given priority.

在许多公司中，晋升通常由资历制度 seniority system 决定，工作年限较长的员工会优先考虑。

2.The seniority system 资历制度 can sometimes lead to resentment among younger employees who feel they deserve more recognition.

有时，资历制度 seniority system 会导致年轻员工的不满，他们觉得自己应获得更多的认可。

3.Some organizations are moving away from the seniority system 资历制度 in favor of merit-based promotions.

一些组织正在逐渐摆脱资历制度 seniority system，转而采用基于业绩的晋升方式。

4.Under the seniority system 资历制度, layoffs may disproportionately affect newer employees.

根据资历制度 seniority system，裁员可能会对新员工产生不成比例的影响。

5.The seniority system 资历制度 rewards loyalty but may stifle innovation and fresh ideas.

虽然资历制度 seniority system 奖励忠诚，但可能会抑制创新和新想法。

作文

The concept of a seniority system has been a prevalent practice in various organizations and industries. This system is primarily based on the idea that employees with longer tenure in a company should receive certain advantages, such as promotions, raises, or job security, over their less experienced counterparts. While this approach may seem fair at first glance, it also raises several questions about its effectiveness and impact on workplace dynamics.One of the main arguments in favor of the seniority system is that it rewards loyalty and dedication. Employees who have spent years working for a company often develop a deep understanding of its culture, processes, and goals. This extensive knowledge can be invaluable, especially in complex industries where experience plays a crucial role in decision-making. By promoting those with longer tenures, companies can ensure that their leaders are well-versed in the organization's history and values.However, critics of the seniority system argue that it can lead to complacency among employees. When promotions and raises are guaranteed based on tenure rather than merit, there is little incentive for long-term employees to continue improving their skills or contributing innovative ideas. This can create a stagnant work environment where only a select few benefit from the system, ultimately hindering overall productivity and growth.Moreover, the seniority system can sometimes result in resentment among younger or newer employees. Those who may have fresh ideas and the potential to drive change might feel overlooked simply because they lack the years of experience that the system prioritizes. This can lead to a demotivated workforce, where creativity and innovation are stifled in favor of maintaining the status quo.In addition, the seniority system can create challenges in terms of diversity and inclusion within the workplace. If promotions are predominantly based on tenure, it may inadvertently favor certain demographics over others, particularly if those demographics have historically held positions within the company for longer periods. This can perpetuate existing inequalities and prevent organizations from benefiting from diverse perspectives and experiences.To address these issues, some organizations are re-evaluating their approach to employee advancement. Instead of relying solely on a seniority system, they are implementing more holistic evaluation methods that consider performance, skill development, and contributions to the team. By focusing on meritocracy, companies can foster a more dynamic and engaged workforce, where all employees feel valued and motivated to excel.In conclusion, while the seniority system has its merits in recognizing loyalty and experience, it is essential for organizations to strike a balance between tenure and performance. By rethinking traditional promotion practices, companies can create a more inclusive and innovative environment that encourages all employees to grow and contribute to the organization’s success. Ultimately, a flexible approach that values both experience and merit may lead to a more productive and satisfied workforce, benefitting the organization as a whole.

“资历制度”的概念在各种组织和行业中是一种普遍的做法。这个制度主要基于这样一个理念：在公司工作时间较长的员工应该比经验较少的同事获得某些优势，例如晋升、加薪或工作保障。虽然这种方法乍一看似乎是公平的，但它也引发了关于其有效性和对工作场所动态影响的若干问题。支持“资历制度”的主要论点之一是它奖励忠诚和奉献。在公司工作多年的员工通常会对其文化、流程和目标有深入的理解。这种广泛的知识可能非常宝贵，尤其是在经验在决策中起着关键作用的复杂行业中。通过提升那些工作年限较长的员工，公司可以确保其领导者对组织的历史和价值观有充分的了解。然而，“资历制度”的批评者认为，这可能导致员工的自满。当晋升和加薪仅仅基于资历而非绩效时，长期员工就几乎没有动力继续提高自己的技能或贡献创新的想法。这可能会造成一个停滞不前的工作环境，只有少数人从中受益，最终阻碍整体生产力和增长。此外，“资历制度”有时会导致年轻或新员工之间的怨恨。那些可能拥有新鲜想法并具备推动变革潜力的人，可能会因为缺乏制度优先考虑的工作年限而感到被忽视。这可能导致员工士气低落，创造力和创新受到压制，反而维护了现状。再者，“资历制度”可能在职场多样性和包容性方面带来挑战。如果晋升主要基于资历，它可能无意中偏向某些人口统计群体，特别是如果这些群体在公司中历来担任职位的时间较长。这可能会延续现有的不平等，并阻碍组织从多样化的视角和经验中获益。为了应对这些问题，一些组织正在重新评估其员工晋升的方法。它们不仅仅依赖于“资历制度”，还实施更全面的评估方法，考虑绩效、技能发展和对团队的贡献。通过关注绩效主义，公司可以培养一个更加活跃和参与的员工队伍，让所有员工都感到受到重视并激励他们出色表现。总之，尽管“资历制度”在承认忠诚和经验方面具有其优点，但组织必须在资历和绩效之间找到平衡。通过重新思考传统的晋升实践，公司可以创造一个更具包容性和创新性的环境，鼓励所有员工成长并为组织的成功做出贡献。最终，一种既重视经验又重视绩效的灵活方法，可能会导致更具生产力和满意度的员工队伍，从而使整个组织受益。