救命啊,帮忙翻译成英文,谢谢了.要文笔用词正式点的.

Question

1.告诫员工不要甘于碌碌无为，有这样想法的员工应促其另谋高就。
要让他们了解到在这个公司不能甘于碌碌无为，鼓励他们勇敢地展示自己，谈出自己的看法，争取上司的赏识。告诉他们："如果GE不能让你改变窝囊的感觉，你就应该另谋高就。"GE会辞掉那些让员工产生这样心态的经理和那些不能与员工打成一片的经理。
2.不断提高员工队伍素质，提升好的，解雇差的。
3.通过给每个部门的员工划分等级来评估员工业绩。
GE的CEO韦尔奇Jack Welch花至少一半的时间用于对雇员的业绩评估。他通过一个动态的评估表，让每个人都知道自己所处的位置。第一类占10%，他们是顶尖人才；次一些的是第二类，占15%；第三类是中等水平的员工，占50%，他们的变动弹性最大；接下来是占15%的第四类，需要对他们敲响警钟，督促他们上进；第五类是最差的，占10%，我们只能辞退他们。
根据业绩评估，每个员工都会知道他们处在哪一类，这样没有人会抱怨得不到赏识。
4.不要给员工制定太多的目标，而要鼓励他们充分发挥潜能和创造性。
使员工们意识到他们有潜力不断进步比制定目标更为重要。使公司以最快的速度发展就是我们的目标，GE希望员工能够发挥主动性，出谋划策促进公司发展。

5.不仅要给予员工精神鼓励，还要给予物质奖励。
他的评估将决定是否给予员工他们的股票期权作为奖励
第一类员工会得到股票期权，第二类中的大约90%和第三类中的50%会得到股票期权，第四类员工没有奖励。图表是最好的工具，哪些人应该得到奖励，哪些人应该打道回府，一目了然。 通过激励机制调动一般员工的积极性，让他们明白他们有上升到第一或第二类的可能，他们有机会选择何去何从，他们中最好的那些人才会得到股票期权的奖励。
GE有大约85,000名专业员工，每年有10,000到12,000名会得到奖励，入选的员工经常变动。到目前为止，大约有29,000人获得股票期权，占总人数的三分之一。

Answer 1

1.告诫员工不要甘于碌碌无为，有这样想法的员工应促其另谋高就。
要让他们了解到在这个公司不能甘于碌碌无为，鼓励他们勇敢地展示自己，谈出自己的看法，争取上司的赏识。告诉他们："如果GE不能让你改变窝囊的感觉，你就应该另谋高就。"GE会辞掉那些让员工产生这样心态的经理和那些不能与员工打成一片的经理。
2.不断提高员工队伍素质，提升好的，解雇差的。
3.通过给每个部门的员工划分等级来评估员工业绩。
GE的CEO韦尔奇Jack Welch花至少一半的时间用于对雇员的业绩评估。他通过一个动态的评估表，让每个人都知道自己所处的位置。第一类占10%，他们是顶尖人才；次一些的是第二类，占15%；第三类是中等水平的员工，占50%，他们的变动弹性最大；接下来是占15%的第四类，需要对他们敲响警钟，督促他们上进；第五类是最差的，占10%，我们只能辞退他们。
根据业绩评估，每个员工都会知道他们处在哪一类，这样没有人会抱怨得不到赏识。
4.不要给员工制定太多的目标，而要鼓励他们充分发挥潜能和创造性。
使员工们意识到他们有潜力不断进步比制定目标更为重要。使公司以最快的速度发展就是我们的目标，GE希望员工能够发挥主动性，出谋划策促进公司发展。

5.不仅要给予员工精神鼓励，还要给予物质奖励。
他的评估将决定是否给予员工他们的股票期权作为奖励
第一类员工会得到股票期权，第二类中的大约90%和第三类中的50%会得到股票期权，第四类员工没有奖励。图表是最好的工具，哪些人应该得到奖励，哪些人应该打道回府，一目了然。 通过激励机制调动一般员工的积极性，让他们明白他们有上升到第一或第二类的可能，他们有机会选择何去何从，他们中最好的那些人才会得到股票期权的奖励。
GE有大约85,000名专业员工，每年有10,000到12,000名会得到奖励，入选的员工经常变动。到目前为止，大约有29,000人获得股票期权，占总人数的三分之一。

1. Cautioned staff not to be willing to do nothing, the staff has such ideas and find another job should be to promote its.
Let them understand that this company should not be willing to do nothing to encourage them to display their courage to talk about their own views, for her boss. Told them: "If GE can not let you change the feeling useless, you should find another job." GE will allow employees who quit have such mentality of the manager and those who should not mingle with the staff manager.
2. Continuously improve staff quality, and enhance the good, the dismissal of the poor.
3. Through to the division staff of each department to assess staff performance.
GE's CEO Jack Welch Jack Welch spent at least half the time for performance evaluation of employees. Him through a dynamic evaluation form, so that everyone knows their own position. The first category accounts for 10%, they are top talent; meeting some of the second category, accounting for 15%; The third category is the middle level employees, accounting for 50 percent, their biggest change in flexibility; followed by 15% of The fourth category, the need for them to sound the alarm and urge them to improve themselves; fifth category is the worst, accounting for 10%, we can only dismiss them.
Based on performance assessment, each employee will know what kind they are, so no one will complain about lack of recognition.
4. Do not give too many employees to develop goals, and to encourage them to give full play to their potential and creativity.
So that employees realize that they have the potential of continuous improvement is more important than setting goals. The company the fastest development is our goal, GE hope that staff can play initiative, plans to promote the company's development.

5. Not only the need to provide spiritual encouragement, but also to give material reward.
His assessment will determine whether to grant their employees stock options as an incentive
The first category of staff will receive stock options, the second category of approximately 90% and the third category of 50 percent will be stock options, the staff does not have a fourth category. Chart is the best tool, which should be rewarded and who should be home at a glance. Through the incentive mechanism to mobilize the enthusiasm of the general staff by letting them know that they have risen to the first or second category may be, they have the opportunity to choose what course to follow them the best of those talents will be incentive stock options.
GE has about 85,000 professional employees, has annual 10000-12000 will be rewards, frequent changes in staff selection. So far, about 29,000 have access to stock options, accounting for one third of the total number.

Answer 2

是我自己弄得 质量保证！！

1 employee who do not warn such idea, the employee should promote the blessting.
Let them know that in this company not content, encourage them useless talk show himself bravely, and his opinions, strive for the boss. Tell them: "if GE cannot let you change you, you should feel blessting." GE will quit the staff produce such mentality and the manager and employee who can become one of the manager.
2, improving staff quality, poor fired ascension.
3 the employee for each department by level to evaluate performance.
Jack Welch GE CEO Welch spend at least half the time for performance evaluation of employees. He is a dynamic evaluation by table, let everyone know oneself's place. The first kind is 10%, that top talent, Some times, is the second 15%, The third type is the medium level of staff, 50%, they change; flexible Next is the fourth class for 15% of their needs, and urged them to advance alarming, The fifth is the worst, we can only 10%, dismiss them.
According to the performance evaluation, every employee can know their place, where no one would complain that recognition.
4 don't give employees the target, and for much to encourage their potential to the full and creativity.
Make employees realize they have the potential to progress is more important than the set goals. Companies with the fastest speed development is our target, GE hope to take the initiative, advising staff to promote company development.

5. Not only give employees spiritual encouragement, material reward.
His assessment will decide whether to give employee stock options as their reward
First class staff will get stock options, the second and third class of approximately 90% of 50% will get stock options, the fourth class staff without reward. Chart is the best tool, who should be rewarded, who should go. Through the general staff incentive mechanism to mobilize enthusiasm, let them know they are up to the first or the second, they may have the opportunity to choose the best of them, where those talents will get stock options.
GE has approximately 85,000 employees, professional each year 10,000 to 12,000 will obtain the reward, selected staff change often. So far, about 29,000 people get stock options, one-third of the total number.

Answer 3

1.碌碌无为warned staff not to be willing to have the mind of the staff should find another job promoting its.
Let them understand that this company should not be willing to碌碌无为and encourage them to display their courage to talk about their own views, for her boss. Told them: "If GE can not let you change the feeling useless, you should find another job." GE will allow employees who quit have such mentality of the manager and those who should not mingle with the staff manager.
2. Continuously improve staff quality, and enhance the good, the dismissal of the poor.
3. Through to the division staff of each department to assess staff performance.
GE's CEO Jack Welch Jack Welch spent at least half the time for performance evaluation of employees. Him through a dynamic evaluation form, so that everyone knows their own position. The first category accounts for 10%, they are top talent; meeting some of the second category, accounting for 15%; The third category is the middle level employees, accounting for 50 percent, their biggest change in flexibility; followed by 15% of The fourth category, the need for them to sound the alarm and urge them to improve themselves; fifth category is the worst, accounting for 10%, we can only dismiss them.
Based on performance assessment, each employee will know what kind they are, so no one will complain about lack of recognition.
4. Do not give too many employees to develop goals, and to encourage them to give full play to their potential and creativity.
So that employees realize that they have the potential of continuous improvement is more important than setting goals. The company the fastest development is our goal, GE hope that staff can play initiative, plans to promote the company's development.

5. Not only the need to provide spiritual encouragement, but also to give material reward.
His assessment will determine whether to grant their employees stock options as an incentive
The first category of staff will receive stock options, the second category of approximately 90% and the third category of 50 percent will be stock options, the staff does not have a fourth category. Chart is the best tool, which should be rewarded and who should be home at a glance. Through the incentive mechanism to mobilize the enthusiasm of the general staff by letting them know that they have risen to the first or second category may be, they have the opportunity to choose what course to follow them the best of those talents will be incentive stock options.
GE has about 85,000 professional employees, has annual 10000-12000 will be rewards, frequent changes in staff selection. So far, about 29,000 have access to stock options, accounting for one third of the total number.

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加油！

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Answer 4

1.告诫员工不要甘于碌碌无为，有这样想法的员工应促其另谋高就。
要让他们了解到在这个公司不能甘于碌碌无为，鼓励他们勇敢地展示自己，谈出自己的看法，争取上司的赏识。告诉他们："如果GE不能让你改变窝囊的感觉，你就应该另谋高就。"GE会辞掉那些让员工产生这样心态的经理和那些不能与员工打成一片的经理。
2.不断提高员工队伍素质，提升好的，解雇差的。
3.通过给每个部门的员工划分等级来评估员工业绩。
GE的CEO韦尔奇Jack Welch花至少一半的时间用于对雇员的业绩评估。他通过一个动态的评估表，让每个人都知道自己所处的位置。第一类占10%，他们是顶尖人才；次一些的是第二类，占15%；第三类是中等水平的员工，占50%，他们的变动弹性最大；接下来是占15%的第四类，需要对他们敲响警钟，督促他们上进；第五类是最差的，占10%，我们只能辞退他们。
根据业绩评估，每个员工都会知道他们处在哪一类，这样没有人会抱怨得不到赏识。
4.不要给员工制定太多的目标，而要鼓励他们充分发挥潜能和创造性。
使员工们意识到他们有潜力不断进步比制定目标更为重要。使公司以最快的速度发展就是我们的目标，GE希望员工能够发挥主动性，出谋划策促进公司发展。

5.不仅要给予员工精神鼓励，还要给予物质奖励。
他的评估将决定是否给予员工他们的股票期权作为奖励
第一类员工会得到股票期权，第二类中的大约90%和第三类中的50%会得到股票期权，第四类员工没有奖励。图表是最好的工具，哪些人应该得到奖励，哪些人应该打道回府，一目了然。 通过激励机制调动一般员工的积极性，让他们明白他们有上升到第一或第二类的可能，他们有机会选择何去何从，他们中最好的那些人才会得到股票期权的奖励。
GE有大约85,000名专业员工，每年有10,000到12,000名会得到奖励，入选的员工经常变动。到目前为止，大约有29,000人获得股票期权，占总人数的三分之一。
1.碌碌无为warned staff not to be willing to have the mind of the staff should find another job promoting its.

Let them understand that this company should not be willing to碌碌无为and encourage them to display their courage to talk about their own views, for her boss. Told them: "If GE can not let you change the feeling useless, you should find another job." GE will allow employees who quit have such mentality of the manager and those who should not mingle with the staff manager.

2. Continuously improve staff quality, and enhance the good, the dismissal of the poor.

3. Through to the division staff of each department to assess staff performance.

GE's CEO Jack Welch Jack Welch spent at least half the time for performance evaluation of employees. Him through a dynamic evaluation form, so that everyone knows their own position. The first category accounts for 10%, they are top talent; meeting some of the second category, accounting for 15%; The third category is the middle level employees, accounting for 50 percent, their biggest change in flexibility; followed by 15% of The fourth category, the need for them to sound the alarm and urge them to improve themselves; fifth category is the worst, accounting for 10%, we can only dismiss them.

Based on performance assessment, each employee will know what kind they are, so no one will complain about lack of recognition.

4. Do not give too many employees to develop goals, and to encourage them to give full play to their potential and creativity.

So that employees realize that they have the potential of continuous improvement is more important than setting goals. The company the fastest development is our goal, GE hope that staff can play initiative, plans to promote the company's development.

5. Not only the need to provide spiritual encouragement, but also to give material reward.

His assessment will determine whether to grant their employees stock options as an incentive

The first category of staff will receive stock options, the second category of approximately 90% and the third category of 50 percent will be stock options, the staff does not have a fourth category. Chart is the best tool, which should be rewarded and who should be home at a glance. Through the incentive mechanism to mobilize the enthusiasm of the general staff by letting them know that they have risen to the first or second category may be, they have the opportunity to choose what course to follow them the best of those talents will be incentive stock options.

GE has about 85,000 professional employees, has annual 10000-12000 will be rewards, frequent changes in staff selection. So far, about 29,000 have access to stock options, accounting for one third of the total number.