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員工激勵外文翻譯文獻員工激勵外文翻譯文獻(文檔含中英文對照即英文原文和中文翻譯)原文:EmployeeMotivation:APowerfulNewModelByNitinNohria,BorisGroysberg&Linda-ElingLeeHowtocreatethebestemployeeperformanceismanagerforalongtimeofchallenge.Inrecentyears,theneuralscience,biologyandevolutionofinterdisciplinaryresearchareassuchaspsychology,humanshavetoldusfourbasicemotionalneeds,andtheforcedrivingorwhatweallthebasisoftheirbehavior.Theempiricalresearchshowsthat,buttheemployeecancreatebetterperformance.Therefore,tomotivateemployees,managersshouldunderstandthedrivingforceandcantakewhatmeasurestomeetthedrivingforce.Acquirement:Getpeoplealwaystrytogetsomethings,toincreasethescarcityofhishappiness.Whentheforcesatisfied,wewillfeelhappy.Conversely,itwillfeeldissatisfied.Thisforceisoftentherelative(wealwayscomparethemselveswithothers),anditwasdifficulttosatisfy(wealwayswantmore).Combination:Manyanimalsarecombinedwiththeirparentsandrelativesorcloserelationshipbetweenpopulation,butestablishtherelationshipbetweenhumanexpandedintolargergroups,suchasorganization,communityandnation."Driving",peoplewillgenerateloving,caring,strongpositiveemotions,etc.Conversely,itwillappearasnegativeemotionallonelinesscynical.Intheworkenvironment,whenthestaffforoneselfisamemberoftheorganizationareproudoftheirmotivationandwillgreatlyimprove,Andwhentheyhadrebelledagainsttheirwillandmorale.Understand:Weareeagertounderstandabouttheworldaroundthem,andthenputforwardvarioustheoriestoexplainallthings,andputforwardthereasonableactionandcountermeasures.Whenthingsseempointless,wewillfeelfrustrated,Whilelookingforanswerstoquestions,thechallengewillletusfullofpassion.Intheworkingenvironment,workersworkdoneifchallenging,andallowsthemtogrowandlearn,theywillbeincentive,Andwhentheydolooknovalueornofuture,willbedemoralized.Defense:Inthefaceofthreatsdefense,toprotectthemselves,toprotectourpropertyandachievements,familyandfriends,thoughtsandbeliefs,itisnaturaltous.Thisforceisrootedinthe"fightbutfled"basicresponse,thisiscommon,butmostanimalstohumans,itnotonlytheoffensiveordefensivebehavior,butalsotobuildasystemtopromoteseekjustice,cleargoalsandintention,andallowpeopletospeakfreely.Theseforceshavebeenfulfilled,peoplethinkandself-confidenceotherwisewillfearandhatestrongnegativeaffection.Thesefourdrivingareindependentofeachother,nosecondary,alsocannotsubstitutemutually.Tofullymotivateemployees,managersmustsatisfyallfourdrivingforce.Infact,everyemotionalforcecanusedifferentorganizationsleveragetosatisfythemosteffectively.RewardSystem:"gain"themosteasilythroughtheorganizationofdrivingsystemofrewards.Ofcourse,italsodependsontheorganization'srewardsystemcaneffectivelydefineemployeeperformance,willrewardwithdifferentperformance,andgivethebestchanceofpromotionofpersonnel.Culture:Ifitmeetthe"combination"forceamongemployees,cultivatingstrongfriendship,themosteffectivewayistoestablishapromoteteamwork,cooperation,openandfriendlyculture.Postdesigning:Itissatisfiedwith“understanding”forcethatitistheoptimalwaytodesignameaningfulandhavefunandchallengingpositions.Performancemanagementandresourceallocationprocessfairness,credible,transparent,performancemanagementandresourceallocationprocess,helpsatisfypeople's"defensivedriving".Inaddition,thedirectsupervisorforemployeesandmotivationaldegreesplaysanimportantroleasorganizationalpolicy.Althoughdonotexpecttostaffthewholecompanybossincentivesystem,culture,postdesignormanagementsystemexertingsignificanteffect,buttheyclearlysuperiorintheirinfluencewithinthescopeofacertainpower.Forexample,inrecognition,managerscanselectandtasks,therewardsandemployeeperformance.Intheorganizationofmanagersonlyundertheconditionoftheutmosteffortstosatisfyallfourdrivingforce,theemployeecanmosteffectivelyimprovetheincentiveeffectonemployees,improvetheorganizationalperformance.Copyright?2008HarvardBusinessSchoolPublishingCorporation.Allrightsreserved.Talent"flow"and"left"ByPeterCappelli2003-05-01Forothercompanyemployeesopenly,itrarelyoccurinthepast,butnowitisalreadyusedtheenterprise.Therapidlychangingdemandsofthemarketrapidlychangingconstantlyupdatedtheorganization.However,nooneiswillingtoseehistalentwasaway.Oncetheexcellentemployeesleave,theenterprisewillhit.Ifhopetohelpenterprisespackageandcareerdevelopmentplan,trainingprograms,liketinkeringwiththefreeflowofhistalentmarkettoday,affirmationinisolation.Now,wehaveachoice:thatisattractivetomarket-orientedstrategy.Thisstrategy,long-term,defiesgeneralizationsforemployeeloyaltyisneitherpossiblenornecessary,theenterprisecandefinitelyneedtokeepemployeesandleavethemwhathowattractivescheme,willfocusonthetalenttokeepup.Today,manyenterprisesinstaffloyaltyaredependentonsalary,butmanyattractivesalaryisakindofmechanism.Otherpersonnellosscanbeusedtoreducethemethodis:theposttodesign-theUnitedStatesthroughtheheavyUPStediousworkloadfromthedriverpackageforotheremployee,strippingtherewasmoretokeepthedriver,Tocultivateemployeesworkorspecificprojectteamloyalty,Hireskillsintalentmarketdemandisnothighonthestaff,Thestaffintheworkplacemuchtemptationjob-hopping,Andothercompaniestoprovidestaffintopairsacrossthecompany'scareerpath.Ifthereisnowaytopreventlossofpersonnel,theenterprisecanalsouseoutsourcing,strengthenjob,workwillhireemployeesandstandardization,crosstrainingaroundtheshort-termorganizationalwork,etc.Ifthepastmanagementmethodsofretainingstafftomaintainafixedwaterdam,sothenewmanagementmethodsaremorelikeaflowingrivers,dredgeitsgoalistopreventwaterflow,buttheflowdirectionandspeedcontrol.Copyright?2003HarvardBusinessSchoolPublishingCorporation.Allrightsreserved.LetwhoevaluatestaffByFrederickF.Reichheld&PaulRogers2005-11-01Intheeraofwooden,transportandthecrewthatrecruitstheappropriatecommandthemtothesamedirectionwithtracestheOARSwillnotbeeasy.Inthepast,thecaptainofthecommonapproachiswavingthewhipcrew.Now,inthisbusiness,enterprisehowtomotivateemployeeswhen?Recently,inordertosolvetheproblemofallkindsoforganizationisaconstantheadache,somecompaniesbegantostaff’scompensationandteamperformancehook,letthecustomerandemployee'ssupervisortoassessperformanceinstead.Theseexamples:Intheenterprise,thebranchmanagers,employeeswanttogetpromotion,theybelongtotheservicequalityteamtoachieveorexceedtheaveragecompany,oranysinglepeoplecouldnotgetapromotion.ThiscompanyUSEStheperformanceindexcalled"enterpriserentalcompanyservicequalityindex",itsmeaningforcustomerserviceinaskingwhethersatisfaction,whatpercentageofpeopleplayingafullfivepoints.Applebeerestaurantshavedifferencetofindingthebestperformance,20%ofthestaffisdividedintogeneral60%,performanceand20%oftheworstperformance,andseparatelycalculatedtheloss.Ifmanagerscansuccessfullyholdthetop80%oftheemployeeperformance,itcanobtainthereward.Ifthe20%ofemployeesforworstperformance,themanagerswillnotbepunishedaccordingly.Copyright?2005HarvardBusinessSchoolPublishingCorporation.Allrightsreserved.譯文:員工激勵的“四力模型”作者:尼廷?諾里亞,鮑里斯?格魯斯伯格,琳達-埃琳?李如何讓員工創(chuàng)造出最佳績效是管理者長久以來面臨的嚴峻挑戰(zhàn)。近年來,神經(jīng)科學、生物學、進化心理學等領域的跨學科研究告訴我們,人類具有四種基本的情感需求或驅(qū)動力,而這些驅(qū)動力正是我們一切行為的基礎。實證研究表明,受到激勵的員工能創(chuàng)造出更好的業(yè)績。因此,管理者要想激勵員工,就應該了解這些驅(qū)動力以及可以采取哪些舉措來滿足這些驅(qū)動力。獲取人們總是設法去獲取一些稀缺的東西,以增加自己的幸福感。當這個驅(qū)動力得到滿足時,我們會感到高興;反之,則會覺得不滿意。這個驅(qū)動力往往是相對的(我們總是拿自己與別人進行比較),而且是難以滿足的(我們總是想得到更多)。結合許多動物都與自己的父母、親屬或種群建立密切關系,但只有人類把這種關系擴展到了更大的群體,如組織、社團和民族?!敖Y合”驅(qū)動力得到滿足,人們就會產(chǎn)生熱愛、關懷等強烈的積極情感;反之,則會出現(xiàn)孤獨、憤世嫉俗等消極情感。在工作環(huán)境中,當員工為自己是組織的一員而感到自豪時,他們的激勵度就會大大提高;而當組織背叛了他們時,他們就會士氣低落。理解我們都渴望了解周圍的世界,于是提出各種理論去解釋各種事情,并且提出合理的行動和應對措施。當事情看上去毫無意義時,我們會感到沮喪;而尋找問題答案的挑戰(zhàn),一般會讓我們充滿激情。在工作環(huán)境中,員工所做的工作如果具有挑戰(zhàn)性,并能讓他們成長和學習,他們就會受到激勵;而當他們所做的工作看起來毫無價值或毫無前途時,則會士氣低落。防御在面對外來威脅時,保護自己,保護我們的財產(chǎn)和成就、家庭和朋友、思想和信仰,是我們的天性。這種驅(qū)動力根植于“斗不過就逃”的基本反應中,這種反應是大多數(shù)動物所共有的,但對于人類來說,它不僅表現(xiàn)為攻擊性或防御性的行為,還表現(xiàn)為尋求建立一系列制度來推動正義,明確目標和意圖,并且允許人們暢所欲言。這種驅(qū)動力得到滿足后,人們會覺得安全和自信,否則就會產(chǎn)生恐懼、憎恨等強烈的消極情感。這四個驅(qū)動力都是相互獨立的,沒有主次之分,也不能相互替代。要想充分激勵員工,管理者就必須同時滿足所有四個驅(qū)動力。事實上,每個情感驅(qū)動力都可以用不同的組織杠桿最有效地加以滿足。獎勵制度“獲取”驅(qū)動力最容易通過組織的獎勵制度得到滿足。當然,這還得看組織的獎勵制度能否有效界定員工的不同表現(xiàn),將獎勵與績效掛鉤,以及給予最優(yōu)秀的人員晉升的機會。文化要滿足“結合”驅(qū)動力,在員工之間培育強烈的同志情誼,最有效的方法就是建立一種促進團隊合作、協(xié)作、開放和友誼的文化。崗位設計滿足“理解”驅(qū)動力的最佳途徑是設計出有意義、有樂趣且具有挑戰(zhàn)性的崗位??冃Ч芾砗唾Y源配置流程公正、可信、透明的績效管理和資源配置流程,有助于滿足人們的“防御”驅(qū)動力。另外,員工的直接上司對于員工激勵度起著與組織政策同樣重要的作用。員工雖不指望上司對公司的整體獎勵制度、文化、崗位設計或管理體制施加重大影響,但他們清楚上司在自己的影響力范圍內(nèi)確實有一定的決定權。例如,管理者可以在表彰、認可和任務選派上,把獎勵與員工表現(xiàn)掛鉤。管理者只有在組織的制約條件下盡最大努力滿足員工的所有四個驅(qū)動力,才能最有效地提高對員工的激勵效果,提升組織的業(yè)績。人才的“流”與“留”彼得·卡佩利發(fā)表于:2003-05-01公開爭奪其他公司的員工,這在以前很

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