醫療保險基金英文版論文

Ⅰ 英文論文投稿時在Supporting Agencies一欄里寫基金嗎

Supporting Agencies：支持機構

Ⅱ 求保險投資的英文論文和中文翻譯

保險投資管理研究/Insurance Investment Management

中文關鍵詞 保險投資 投資方式選擇 投資階段選擇 投資風險控制
英文關鍵詞 insurance investment choice of investment mold choice of investment stages investment risk control

摘要隨著保險市場競爭的日趨加劇，投資收益已經成為保險公司最為主要的利潤來源，是保險公司償付能力額度增強的重要手段、是保險險種產品創新的重要推動力量、是提高保險企業競爭優勢的關鍵舉措。因此，對保險投資管理研究極具重要性。從國際資本市場發展情況看，在資本市場的發展與完善以及資本市場和保險投資管制的放鬆因素驅動的推動下，美國、日本的保險投資得到了大力的發展。發達國家保險投主體模式組建主要有三種，其一是，公司內設投資機構運作模式；其二是，委託專業的投資機構運作模式；其三是，投資管理公司運作模式。 從我國的具體發展情況看，我國保險投資起始於1984年。20世紀90年代，由於保險市場的主體的增加，競爭的加劇，保險投資的現狀得到了一定的改善。進入新世紀後，我國保險投資開始逐步取得較好的成績。當前我國現有保險投資工具主要有：銀行存款；債券，主要包括國庫券、金融債券、企業債券；以及證券投資基金。當前，我國保險投資存在的主要問題是：第一，保險投資過分依賴於銀行存款、債券，加劇壽險公司的利率風險；第二，保險投資限制過多使保險費率居高不下，不僅增加被保險人的負擔，而且容易導致保險人的費率惡性競爭；第三，保險投資的限制影響了保險投資組合管理策略的實施；第四，保險投資的限制在一定程度上制約了我國保險監管方式由靜態監管向動態監管發展；第五，保險投資限制和資本市場的缺陷嚴重阻礙了保險投資資產負債管理方式的運用。因此，我國保險投資管理的重點是加強對保險投資方式選擇和相關的策略研究。在保險投資方式上，要根據我國的具體國情、保險歷史、法律環境情況，充分考慮本國經濟發展的現實，不能盲目地與發達國家接軌。此外，根據我國資本市場和保險市場的現狀，保險投資渠道必須積極穩妥的擴大，保險投資必須有步驟分階段地進行。在不同階段應該實施不同的保險投資重點。具體說來，保險投資第一階段的重點是，加大金融債券的投資力度，擴大企業債券的投資比例；投資於穩定的基礎設施參與住房金融業；從事住房抵押貸款；開展保單質押貸款業務。保險投資第二階段的重點要轉移是，提高證券投資基金的投資比例、設立證券投資保險基金或資產管理公司、保險資金直接入市保險資金投資於不動產。保險投資第三階段重點則要定位為，保險投資與國際接軌，實現投資的國際化。此外，保險投資管理還必須加強風險管理的策略研究，一方面，要加強對保險公司投資風險的宏觀監管，要建立現金流量測試模型，公司現金流量測試要由各保險公司的精算師獨立完成，對財務比率分析、風險資本要求等指標進行靜態監管。另一方面，要加強保險公司對投資風險的管理。保險公司加強保險投資主體模式建設，防範保險投資風險；保險公司應該以內控機制為基礎，加強投資風險的防範；保險公司應該將投資管理從傳統的財務管理中分離出來，實行專業化的基金管理；靈活運用現代證券投資組合理論，充分發揮投資組合分散投資風險的功能。

Abstract In company with more and more cutthroat competition in insurance market, investment yield became the uppermost source of profits, promoted as the important measure for solvency, acted as the force power of proct innovation, played as the key for improving the enterprise』s competitive edge. Thereby, investment management of insurance is very important work. In term of international capital market, America and Japan have made a great progress in investment management of insurance under a boost in perfect capital market and relaxing the control of investment management of insurance. The mode of investment in western countries had three patterns: section of a enterprise which contain the investment organization; entrusting the professional organization; investment administration organization. In term of national capital market, China first went about investment management of insurance in 1984. The situation of investment management of insurance improved e to the increasing insurance market subject and the intensifying competition from 1990』s. Nowadays, the development of investment management of insurance getting better and better progressively. The object of insurance investment involved the bank deposit and bond, which including treasury bill, financial bond, corporate bond and security investment fund. The insurance investment in china concerned with the following problems for the present. First, the insurance investment overly dependent upon the bank deposit and bond, which led to increasing interest rate risk of life insurance corporation. Second, the insurance investment overly regulated the rate of premium, which give rise to high rate of premium, piling the pressure on insurants and concting the cut throat competition among the insurers. Third, the regulation on the insurance investment affected executing the stratagem of portfolio management. Fourth, the regulation on the insurance investment restricted the mold of supervise developing dynamically. Fifth, the regulation on the insurance investment and the imperfect market restricted the mold of the assets and liabilities operation. The key of managing the insurance investment is how to selecting the mold of investment and correlated strategies. In aspect of the mold of investment, we should select the strategies which approached to inhabitant. According to our capital market and insurance market status, the insurance investment should widen the channel step by step. First, the investment section of financial bond and corporate bond should increase. Second, the investment section of security investment fund should increase. Third, the insurance investment should make international. Moreover, the insurance investment should pay attention to risk management, which including macro-supervise and micro-supervise.

什麼是保險投資
保險投資指保險企業在組織經濟補償過程中，將積聚的各種保險資金加以運用，使資金增值的活動。

保險企業可運用的保險資金是由資本金、各項准備金和其他可積聚的資金組成。運用暫時閑置的大量准備金是保險資金運動的重要一環。投資能增加收入、增強賠付能力，使保險資金進入良性循環。

[編輯]保險投資的原則
保險投資原則是保險投資的依據。早在1862年，英國經濟學家貝利（A.A.Bailey）就提出了壽險業投資的五大原則，即：安全性；最高的實際收益率；部分資金投資於能迅速變現的證券；另一部分資金可投資於不能迅速變現的證券；投資應有利於壽險事業的發展。

隨著資本主義經濟發展，金融工具的多樣化，以及保險業競爭的加劇，保險投資面臨的風險性、收益性也同時提高，投資方式的選擇范圍更加廣闊。1948年英國精算師佩格勒（J.B.Pegler）修正貝利的觀點，提出壽險投資的四大原則：獲得最高預期收益；投資應盡量分散；投資結構多樣化；投資應將經濟效益和社會效益並重。

理論界一般認為保險投資有三大原則：安全性；收益性；流動性。

1、安全性原則

保險企業可運用的資金，除資本金外，主要是各種保險准備金，它們是資產負債表上的負債項目，是保險信用的承擔者。因此，保險投資應以安全為第一條件。安全性，意味著資金能如期收回，利潤或利息能如數收回。為保證資金運用的安全，必須選擇安全性較高的項目。為減少風險，要分散投資。

2、收益性原則

保險投資的目的，是為了提高自身的經濟效益，使投資收入成為保險企業收入的重要來源，增強賠付能力，降低費率和擴大業務。但在投資中，收益與風險是同增的，收益率高，風險也大，這就要求保險投資，把風險限制在一定程度內，實現收益最大化。

3、流動性原則

保險資金用於賠償給付，受偶然規律支配。因此，要求保險投資在不損失價值的前提下，能把資產立即變為現金，支付賠款或給付保險金。保險投資要設計多種方式，尋求多種渠道，按適當比例投資，從量的方面加以限制。要按不同險種特點，選擇方向。如人壽保險一般是長期合同，保險金額給付也較固定，流動性要求可低一些。國外人壽保險資金投資的相當部分是長期的不動產抵押貸款。財產險和責任險，一般是短期的，理賠迅速，賠付率變動大，應特別強調流動性原則。國外財產和責任保險資金投資的相當部分是商業票據、短期債券等。

在我國，保險公司的資金運用必須穩健，遵循安全性原則，並保證資產的保值增值。

[編輯]保險投資的形式
保險投資的形式是保險公司保險資金投放在哪些具體項目上。合理的投資形式，一方面可以保持保險企業財務穩定性和賠付的可靠性、及時性；另一方面可以避免資金的過份集中從而影響產業結構的合理性。

一般而言，保險資金可以投資於：

1、有價證券

有價證券主要有二種：

1）債券。包括政府債券、公司債券和金融債券等。一般地說，投資債券風險較小，尤其是政府債券。投資公司債券時，要特別注重該公司的資信和收益的可靠性。

2）股票。投資股票是有風險的，如果企業經營不善，效益不好，預期利息減少，以及影響股市的其他因素不佳，股票就會跌價。在國外對保險企業投資股票都有多種限制，如日本政府保險業法中規定購買股票不得超過總資產的30％。

2、抵押貸款

抵押貸款是指期限較長又較穩定的業務，特別適合壽險資金的長期運用。世界各國保險企業對住宅樓實行長期抵押貸款，大都採用分期償還、本金遞減的方式，收益較好。

3、壽險保單貸款

壽險保單具有現金價值。保險合同規定，保單持有人可以本人保單抵押向保險企業申請貸款，但需負擔利息，這種貸款屬保險投資性質。保單貸款金額限於保單當時的價值，貸款人不用償貸款，保單會失效，保險企業無需給付保險金。

實際上，在這種貸款中保險人不擔任何風險。在壽險發達國家，此項業務十分普遍。

4、不動產投資

不動產投資是指保險資金用於購買土地、房屋等不動產。此項投資的變現性較差，故只能限制在一定的比例之內。日本對保險企業購買不動產，規定不得超過其總資產的10％。

5、向為保險配套服務的企業投資

比如為保險汽車提供修理服務的汽車修理廠；為保險事故賠償服務的公證行或查勘公司等。這些企業與保險事業相關，把保險資金投向於這些企業，有利於保險事業的發展。

在我國，保險公司的資金運用，限於銀行存款、買賣政府債券、金融債券和國務院規定的其他資金運用等形式。並且特別明確規定，保險公司的資金不得用於設立證券經營機構和向企業投資。

Ⅲ 求一篇英文論文

http://www.managementhelp.org/hr_mgmnt/hr_mgmnt.htm

http://en.wikipedia.org/wiki/Human_resource_management

http://zh.wikipedia.org/wiki/%E4%BA%BA%E5%8A%9B%E8%B5%84%E6%BA%90%E7%AE%A1%E7%90%86

http://books.google.com.sg/books?id=FciK6xtWfy0C&pg=PT166&lpg=PT166&dq=Private+Enterprise+human+resource+management&source=web&ots=OFncstpski&sig=6f_0AsxbQZFRexeS08L8UAT_Zf8&hl=en

http://en.wikipedia.org/wiki/List_of_human_resource_management_topics

http://books.google.com.sg/books?hl=en&id=9fWF_ndSCcAC&dq=human+resource+management&printsec=frontcover&source=web&ots=4xwIYBuMf9&sig=6qfNhxSFoKD-_s0NWnwVdVS-vHk

http://books.google.com.sg/books?hl=en&id=EZ1CLRm3FnQC&dq=human+resource+management&printsec=frontcover&source=web&ots=e9ZXXrcD0q&sig=i_JxI28y7ZXehl-dqvoX-KtdldI

http://books.google.com.sg/books?hl=en&id=1m0i_YKPDNwC&dq=human+resource+management&printsec=frontcover&source=web&ots=yu6BZIhFj_&sig=WU6l52bZ0JH2JZPN4Qy038OtuKA

http://books.google.com.sg/books?hl=en&id=Gu1YWQGHgLcC&dq=human+resource+management&printsec=frontcover&source=web&ots=H7SbJNAizE&sig=Y3GssDjBHljJr3aRrmVgCaA9gTY

http://books.google.com.sg/books?hl=en&id=bnAiaXdzbRwC&dq=human+resource+management&printsec=frontcover&source=web&ots=NbX4F8U9oG&sig=umxDaoU05w_dZkxyT_usnZH5lR0

http://books.google.com.sg/books?hl=en&id=Vs98_GTpU5EC&dq=human+resource+management&printsec=frontcover&source=web&ots=571NexI6ER&sig=i8A4B8m2nb1LkNv8UrzVcgm2XI8

http://books.google.com.sg/books?hl=en&id=aQpPzvu4eC0C&dq=human+resource+management&printsec=frontcover&source=web&ots=9c4a-JsUBC&sig=N8_-lXARbKr61H9yKwrhNcPQF8Y

http://books.google.com.sg/books?hl=en&id=2BWLZTWoAeUC&dq=human+resource+management&printsec=frontcover&source=web&ots=msCayB2Gwr&sig=2WxIZuqhy3ZvWW7rPYsqCwkOwcY

Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who indivially and collectively contribute to the achievement of the objectives of the business.[1] The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1] Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Features
Its features include:

Personnel administration
Personnel management
Manpower management
Instrial management[2][3]
But these traditional expressions are becoming less common for the theoretical discipline. Sometimes even instrial relations and employee relations are confusingly listed as synonyms,[4] although these normally refer to the relationship between management and workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are indivials with varying goals and needs, and as such should not be thought of as basic business resources, such as trucks and filing cabinets. The field takes a positive view of workers, assuming that virtually all wish to contribute to the enterprise proctively, and that the main obstacles to their endeavors are lack of knowledge, insufficient training, and failures of process.

HRM is seen by practitioners in the field as a more innovative view of workplace management than the traditional approach. Its techniques force the managers of an enterprise to express their goals with specificity so that they can be understood and undertaken by the workforce, and to provide the resources needed for them to successfully accomplish their assignments. As such, HRM techniques, when properly practiced, are expressive of the goals and operating practices of the enterprise overall. HRM is also seen by many to have a key role in risk rection within organisations.[5]

Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs. So if we move to actual definitions, Torrington and Hall (1987) define personnel management as being:

「a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled" (p. 49).

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (p. 352).

Academic theory
The goal of human resource management is to help an organization to meet strategic goals by attracting, and maintaining employees and also to manage them effectively. The key word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the management of an organization's employees, and the overall strategic direction of the company (Miller, 1989).

The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace. Fields such as psychology, instrial engineering, instrial and organizational psychology, instrial relations, sociology, and critical theories: postmodernism, post-structuralism play a major role. Many colleges and universities offer bachelor and master degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4 fields for the HRM function:[6]

Strategic business partner
Change agent
Employee champion
Administration
However, many HR functions these days struggle to get beyond the roles of administration and employee champion, and are seen rather as reactive than strategically proactive partners for the top management. In addition, HR organizations also have the difficulty in proving how their activities and processes add value to the company. Only in the recent years HR scholars and HR professionals are focusing to develop models that can measure if HR adds value.[7]

Critical Academic Theory
Postmodernism plays an important part in Academic Theory and particularly in Critical Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities' possess the debate of whether HRM is a modernist project or a postmodern discourse (Legge 2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to move away from the modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as indivials). Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world. Man is not Machine, no matter what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation (Modernism).

Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson 1998), particularly when considering empowerment, or perhaps more precisely pseudo-empowerment - as the critical perspective notes. Many critics note the move away from Man as Machine is often in many ways, more a Linguistic (discursive) move away than a real attempt to recognise the Human in Human Resource Management.

Critical Theory, in particular postmodernism (poststructualism), recognises that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also considers the complex subject of power, power games, and office politics. Power in the workplace is a vast and complex subject that cannot be easily defined. This leaves many critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are often overly simplistic, but in order to sell an idea, they are simplified, and often lead Management as a whole to fall into the trap of oversimplifying the relationship.

Business practice
Human resources management comprises several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments.

Workforce planning
Recruitment (sometimes separated into attraction and selection)
Inction and Orientation
Skills management
Training and development
Personnel administration
Compensation in wage or salary
Time management
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
Performance appraisal

Careers
The sort of careers available in HRM are varied. There are generalist HRM jobs such as human resource assistant. There are careers involved with employment, recruitment and placement and these are usually concted by interviewers, EOE (Equal Opportunity Employment) specialists or college recruiters. Training and development specialism is often concted by trainers and orientation specialists. Compensation and benefits tasks are handled by compensation analysts, salary administrators, and benefits administrators.

Professional organizations
Professional organizations in HRM include the Society for Human Resource Management, the Chartered Institute of Personnel and Development (CIPD), the International Public Management Association for HR (IPMA-HR) and the International Personnel Management Association of Canada (IPMA-Canada).Management Association of Nepal [MAN]

人力資源管理，是指為了完成管理工作中涉及人或人事方面的任務所進行的管理工作。

人力資源管理工作包括：工作分析；制定人力需求計劃以及人員招募；培訓及開發；薪酬及福利管理、績效評估；勞動關系管理等。

人力資源管理愈來愈被重視。在經濟發展成熟的體系下，人力資源管理必須配合以爭取最佳的資源效益，若將不適當的人力配對不適當的職位，資源效益不但全無，或可能有損耗。現代經濟講求平衡及配合，提升管理效能和質素，就要人力資源配合以作平衡，個中的內容是設立人力資源架構框架，用最適合的人做最適合的工作。建立人力資源平台，作為溝通及搜集資訊渠道，將各方意見綜合，舍短取長，以處理薪酬、福利等事宜。人力資源最重要是培訓及發展，人力資源發展必須投資在培訓方面，以發揮各階層的人力資源潛能。

發展簡史
在現實世界不同的國家人力資源的發展情況以及歷史都不同。一般說來，人力資源的學術界發展經歷了：人事管理（Personnel Management），人力資源管理（Human Resource Management）到現在新近興起的人力資本管理（Human Capital Management）。其只要不同即在於公司和企業對待職員的理念的變化和發展。

在人事管理階段，人事經理們的工作是管理職工福利，以及和工會的法律程序方面。公司的上層管理部門將人事部門的各種活動以及公司職員皆看作公司的大筆純支出，而盡可能的削減這部分的開支。公司對人事部的活動持不積極的支持態度。
在人力資源管理階段，企業員工被看成企業的可以增值的資產而被發展以期充分利用潛能。人力資源部門充分利用職位分析，工作分析，職位概述，人員選擇和招聘，員工培訓等等活動來提高企業員工的效率，從而增加企業的管理和運營更加有效。當一個公司實行人力資源管理戰略的時候，人力資源部門將被納入公司戰略計劃的一個重要組成部分。公司的未來發展，市場拓展，新產品研發等等都要牽扯到人力資源部門的支持，協調與合作。人力資源被作為提高公司競爭力的戰略手段而被重視。除此之外，人力資源管理就是協助公司去激勵員工，透過一些物質上的滿足和一些財務獎勵，從而增加員工的對公司歸屬感、增加員工士氣和減低對工作的不滿等¨。有高昂的士氣會使工作更加有效率和使工作更加順利，最終公司和員工也各有得益。
在人力資本管理階段，人力部門的基本職責仍與人力資源管理時期相似，但是企業員工不再被看作有發展潛力的資產，而是公司可以利用的資本。人力資源部門的各項活動被量化與公司的利潤率掛鉤，並且這也是衡量職工和各部門是否有效工作的主要手段。

主要職能
人力資源管理的主要職能包括：人員招募；培訓及開發；薪酬及福利管理。

人員招募：

人員招募又稱為人員招聘。主要是基於組織（公司，政府，非盈利組織等）的近期及遠期的業務需要，來制定人員需求的計劃，並通過各種招聘手段來完成組織的人員需求。

人員招募主要涉及人員規劃，簡歷收集，選聘，錄用及員工入職培訓。

培訓及開發：

培訓及開發主要是通過一些培訓及開發的技術及手段，提高員工的技能，以適應公司所處經營環境中的技術及知識的變化。

主要的技術及手段有：

培訓 在崗培訓 輪崗 員工繼續教育計劃 輔導，訓導

薪酬；福利管理：

人力資源管理的內外部條件

人力資源管理的外部條件
勞動法規
勞動力市場
當地文化

人力資源管理的內部條件
企業經營戰略
國際化程度

人力資源部的組織設置
有以下三種方式：

職能型組織設置
人力規劃
人力購得
培訓與進修
工資和薪水
社會事業
對象型組織設置
技術類員工
管理類員工
領導層
受培訓者
混合模式

Ⅳ 要寫論文，關於投資基金方面的，要英文的。謝謝！

My English is not very well ! But I can send a message to you : Do it yourself !
Nobody can give a hand for you ...

Ⅳ 誰有關於醫療保險制度的外文文獻呀，能不能幫我發一份，我寫論文找了好久都找不到😣

請問樓主找到了嗎？我也在找，好難找啊這個

Ⅵ 職工醫療保險基金的財務問題 這個論文應該怎麼寫啊，老師定的這個題，完全沒有頭緒啊

建議提綱：
一、研究背景介紹
如，職工醫療保險概念，現階段主要做法，本文主要從**方面入手***，擬解決***問題
二、職工醫療保險基金目前狀況
基金來源
基金使用
基金保值增值渠道
基金財務處理
三、存在的主要問題
如，基金保值渠道單一；風險不可控；財務處理上的弊端分析；等
四、解決方案或意見
五、結論

大概這么個框架吧，僅供參考。