医疗保险基金英文版论文

Ⅰ 英文论文投稿时在Supporting Agencies一栏里写基金吗

Supporting Agencies：支持机构

Ⅱ 求保险投资的英文论文和中文翻译

保险投资管理研究/Insurance Investment Management

中文关键词 保险投资 投资方式选择 投资阶段选择 投资风险控制
英文关键词 insurance investment choice of investment mold choice of investment stages investment risk control

摘要随着保险市场竞争的日趋加剧，投资收益已经成为保险公司最为主要的利润来源，是保险公司偿付能力额度增强的重要手段、是保险险种产品创新的重要推动力量、是提高保险企业竞争优势的关键举措。因此，对保险投资管理研究极具重要性。从国际资本市场发展情况看，在资本市场的发展与完善以及资本市场和保险投资管制的放松因素驱动的推动下，美国、日本的保险投资得到了大力的发展。发达国家保险投主体模式组建主要有三种，其一是，公司内设投资机构运作模式；其二是，委托专业的投资机构运作模式；其三是，投资管理公司运作模式。 从我国的具体发展情况看，我国保险投资起始于1984年。20世纪90年代，由于保险市场的主体的增加，竞争的加剧，保险投资的现状得到了一定的改善。进入新世纪后，我国保险投资开始逐步取得较好的成绩。当前我国现有保险投资工具主要有：银行存款；债券，主要包括国库券、金融债券、企业债券；以及证券投资基金。当前，我国保险投资存在的主要问题是：第一，保险投资过分依赖于银行存款、债券，加剧寿险公司的利率风险；第二，保险投资限制过多使保险费率居高不下，不仅增加被保险人的负担，而且容易导致保险人的费率恶性竞争；第三，保险投资的限制影响了保险投资组合管理策略的实施；第四，保险投资的限制在一定程度上制约了我国保险监管方式由静态监管向动态监管发展；第五，保险投资限制和资本市场的缺陷严重阻碍了保险投资资产负债管理方式的运用。因此，我国保险投资管理的重点是加强对保险投资方式选择和相关的策略研究。在保险投资方式上，要根据我国的具体国情、保险历史、法律环境情况，充分考虑本国经济发展的现实，不能盲目地与发达国家接轨。此外，根据我国资本市场和保险市场的现状，保险投资渠道必须积极稳妥的扩大，保险投资必须有步骤分阶段地进行。在不同阶段应该实施不同的保险投资重点。具体说来，保险投资第一阶段的重点是，加大金融债券的投资力度，扩大企业债券的投资比例；投资于稳定的基础设施参与住房金融业；从事住房抵押贷款；开展保单质押贷款业务。保险投资第二阶段的重点要转移是，提高证券投资基金的投资比例、设立证券投资保险基金或资产管理公司、保险资金直接入市保险资金投资于不动产。保险投资第三阶段重点则要定位为，保险投资与国际接轨，实现投资的国际化。此外，保险投资管理还必须加强风险管理的策略研究，一方面，要加强对保险公司投资风险的宏观监管，要建立现金流量测试模型，公司现金流量测试要由各保险公司的精算师独立完成，对财务比率分析、风险资本要求等指标进行静态监管。另一方面，要加强保险公司对投资风险的管理。保险公司加强保险投资主体模式建设，防范保险投资风险；保险公司应该以内控机制为基础，加强投资风险的防范；保险公司应该将投资管理从传统的财务管理中分离出来，实行专业化的基金管理；灵活运用现代证券投资组合理论，充分发挥投资组合分散投资风险的功能。

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.

什么是保险投资
保险投资指保险企业在组织经济补偿过程中，将积聚的各种保险资金加以运用，使资金增值的活动。

保险企业可运用的保险资金是由资本金、各项准备金和其他可积聚的资金组成。运用暂时闲置的大量准备金是保险资金运动的重要一环。投资能增加收入、增强赔付能力，使保险资金进入良性循环。

[编辑]保险投资的原则
保险投资原则是保险投资的依据。早在1862年，英国经济学家贝利（A.A.Bailey）就提出了寿险业投资的五大原则，即：安全性；最高的实际收益率；部分资金投资于能迅速变现的证券；另一部分资金可投资于不能迅速变现的证券；投资应有利于寿险事业的发展。

随着资本主义经济发展，金融工具的多样化，以及保险业竞争的加剧，保险投资面临的风险性、收益性也同时提高，投资方式的选择范围更加广阔。1948年英国精算师佩格勒（J.B.Pegler）修正贝利的观点，提出寿险投资的四大原则：获得最高预期收益；投资应尽量分散；投资结构多样化；投资应将经济效益和社会效益并重。

理论界一般认为保险投资有三大原则：安全性；收益性；流动性。

1、安全性原则

保险企业可运用的资金，除资本金外，主要是各种保险准备金，它们是资产负债表上的负债项目，是保险信用的承担者。因此，保险投资应以安全为第一条件。安全性，意味着资金能如期收回，利润或利息能如数收回。为保证资金运用的安全，必须选择安全性较高的项目。为减少风险，要分散投资。

2、收益性原则

保险投资的目的，是为了提高自身的经济效益，使投资收入成为保险企业收入的重要来源，增强赔付能力，降低费率和扩大业务。但在投资中，收益与风险是同增的，收益率高，风险也大，这就要求保险投资，把风险限制在一定程度内，实现收益最大化。

3、流动性原则

保险资金用于赔偿给付，受偶然规律支配。因此，要求保险投资在不损失价值的前提下，能把资产立即变为现金，支付赔款或给付保险金。保险投资要设计多种方式，寻求多种渠道，按适当比例投资，从量的方面加以限制。要按不同险种特点，选择方向。如人寿保险一般是长期合同，保险金额给付也较固定，流动性要求可低一些。国外人寿保险资金投资的相当部分是长期的不动产抵押贷款。财产险和责任险，一般是短期的，理赔迅速，赔付率变动大，应特别强调流动性原则。国外财产和责任保险资金投资的相当部分是商业票据、短期债券等。

在我国，保险公司的资金运用必须稳健，遵循安全性原则，并保证资产的保值增值。

[编辑]保险投资的形式
保险投资的形式是保险公司保险资金投放在哪些具体项目上。合理的投资形式，一方面可以保持保险企业财务稳定性和赔付的可靠性、及时性；另一方面可以避免资金的过份集中从而影响产业结构的合理性。

一般而言，保险资金可以投资于：

1、有价证券

有价证券主要有二种：

1）债券。包括政府债券、公司债券和金融债券等。一般地说，投资债券风险较小，尤其是政府债券。投资公司债券时，要特别注重该公司的资信和收益的可靠性。

2）股票。投资股票是有风险的，如果企业经营不善，效益不好，预期利息减少，以及影响股市的其他因素不佳，股票就会跌价。在国外对保险企业投资股票都有多种限制，如日本政府保险业法中规定购买股票不得超过总资产的30％。

2、抵押贷款

抵押贷款是指期限较长又较稳定的业务，特别适合寿险资金的长期运用。世界各国保险企业对住宅楼实行长期抵押贷款，大都采用分期偿还、本金递减的方式，收益较好。

3、寿险保单贷款

寿险保单具有现金价值。保险合同规定，保单持有人可以本人保单抵押向保险企业申请贷款，但需负担利息，这种贷款属保险投资性质。保单贷款金额限于保单当时的价值，贷款人不用偿贷款，保单会失效，保险企业无需给付保险金。

实际上，在这种贷款中保险人不担任何风险。在寿险发达国家，此项业务十分普遍。

4、不动产投资

不动产投资是指保险资金用于购买土地、房屋等不动产。此项投资的变现性较差，故只能限制在一定的比例之内。日本对保险企业购买不动产，规定不得超过其总资产的10％。

5、向为保险配套服务的企业投资

比如为保险汽车提供修理服务的汽车修理厂；为保险事故赔偿服务的公证行或查勘公司等。这些企业与保险事业相关，把保险资金投向于这些企业，有利于保险事业的发展。

在我国，保险公司的资金运用，限于银行存款、买卖政府债券、金融债券和国务院规定的其他资金运用等形式。并且特别明确规定，保险公司的资金不得用于设立证券经营机构和向企业投资。

Ⅲ 求一篇英文论文

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]

人力资源管理，是指为了完成管理工作中涉及人或人事方面的任务所进行的管理工作。

人力资源管理工作包括：工作分析；制定人力需求计划以及人员招募；培训及开发；薪酬及福利管理、绩效评估；劳动关系管理等。

人力资源管理愈来愈被重视。在经济发展成熟的体系下，人力资源管理必须配合以争取最佳的资源效益，若将不适当的人力配对不适当的职位，资源效益不但全无，或可能有损耗。现代经济讲求平衡及配合，提升管理效能和质素，就要人力资源配合以作平衡，个中的内容是设立人力资源架构框架，用最适合的人做最适合的工作。建立人力资源平台，作为沟通及搜集资讯渠道，将各方意见综合，舍短取长，以处理薪酬、福利等事宜。人力资源最重要是培训及发展，人力资源发展必须投资在培训方面，以发挥各阶层的人力资源潜能。

发展简史
在现实世界不同的国家人力资源的发展情况以及历史都不同。一般说来，人力资源的学术界发展经历了：人事管理（Personnel Management），人力资源管理（Human Resource Management）到现在新近兴起的人力资本管理（Human Capital Management）。其只要不同即在于公司和企业对待职员的理念的变化和发展。

在人事管理阶段，人事经理们的工作是管理职工福利，以及和工会的法律程序方面。公司的上层管理部门将人事部门的各种活动以及公司职员皆看作公司的大笔纯支出，而尽可能的削减这部分的开支。公司对人事部的活动持不积极的支持态度。
在人力资源管理阶段，企业员工被看成企业的可以增值的资产而被发展以期充分利用潜能。人力资源部门充分利用职位分析，工作分析，职位概述，人员选择和招聘，员工培训等等活动来提高企业员工的效率，从而增加企业的管理和运营更加有效。当一个公司实行人力资源管理战略的时候，人力资源部门将被纳入公司战略计划的一个重要组成部分。公司的未来发展，市场拓展，新产品研发等等都要牵扯到人力资源部门的支持，协调与合作。人力资源被作为提高公司竞争力的战略手段而被重视。除此之外，人力资源管理就是协助公司去激励员工，透过一些物质上的满足和一些财务奖励，从而增加员工的对公司归属感、增加员工士气和减低对工作的不满等¨。有高昂的士气会使工作更加有效率和使工作更加顺利，最终公司和员工也各有得益。
在人力资本管理阶段，人力部门的基本职责仍与人力资源管理时期相似，但是企业员工不再被看作有发展潜力的资产，而是公司可以利用的资本。人力资源部门的各项活动被量化与公司的利润率挂钩，并且这也是衡量职工和各部门是否有效工作的主要手段。

主要职能
人力资源管理的主要职能包括：人员招募；培训及开发；薪酬及福利管理。

人员招募：

人员招募又称为人员招聘。主要是基于组织（公司，政府，非盈利组织等）的近期及远期的业务需要，来制定人员需求的计划，并通过各种招聘手段来完成组织的人员需求。

人员招募主要涉及人员规划，简历收集，选聘，录用及员工入职培训。

培训及开发：

培训及开发主要是通过一些培训及开发的技术及手段，提高员工的技能，以适应公司所处经营环境中的技术及知识的变化。

主要的技术及手段有：

培训 在岗培训 轮岗 员工继续教育计划 辅导，训导

薪酬；福利管理：

人力资源管理的内外部条件

人力资源管理的外部条件
劳动法规
劳动力市场
当地文化

人力资源管理的内部条件
企业经营战略
国际化程度

人力资源部的组织设置
有以下三种方式：

职能型组织设置
人力规划
人力购得
培训与进修
工资和薪水
社会事业
对象型组织设置
技术类员工
管理类员工
领导层
受培训者
混合模式

Ⅳ 要写论文，关于投资基金方面的，要英文的。谢谢！

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 谁有关于医疗保险制度的外文文献呀，能不能帮我发一份，我写论文找了好久都找不到😣

请问楼主找到了吗？我也在找，好难找啊这个

Ⅵ 职工医疗保险基金的财务问题 这个论文应该怎么写啊，老师定的这个题，完全没有头绪啊

建议提纲：
一、研究背景介绍
如，职工医疗保险概念，现阶段主要做法，本文主要从**方面入手***，拟解决***问题
二、职工医疗保险基金目前状况
基金来源
基金使用
基金保值增值渠道
基金财务处理
三、存在的主要问题
如，基金保值渠道单一；风险不可控；财务处理上的弊端分析；等
四、解决方案或意见
五、结论

大概这么个框架吧，仅供参考。