員工激勵外文文獻

1、1. 原則之一：激勵要因人而異由于不同員工的需求不同，所以，相同的激勵政策起到的激勵效果也會不盡相同。即便是同一位員工，在不同的時間或環(huán)境下，也會有不同的需求。由于激勵取決于內(nèi)因，是員工的主觀感受，所以，激勵要因人而異。在制定和實施激勵政策時，首先要調(diào)查清楚每個員工真正需要的是什么。將這些需要整理、歸類，然后來制定相應(yīng)的激勵政策幫助員工滿足這些需求。2. 原則之二：獎勵適度獎勵和懲罰不適度都會影響激勵效果，同時增加激勵成本。獎勵過重會使員工產(chǎn)生驕傲和滿足的情緒，失去進一步提高自己的欲望；獎勵過輕會起不到激勵效果，或者使員工產(chǎn)生不被重視的感覺。懲罰過重會讓員工感到不公，或者失去對公司的認同，甚至

2、產(chǎn)生怠工或破壞的情緒；懲罰過輕會讓員工輕視錯誤的嚴重性，從而可能還會犯同樣的錯誤。3. 原則之三：公平性公平性是員工管理中一個很重要的原則，員工感到的任何不公的待遇都會影響他的工作效率和工作情緒，并且影響激勵效果。取得同等成績的員工，一定要獲得同等層次的獎勵；同理，犯同等錯誤的員工，也應(yīng)受到同等層次的處罰。如果做不到這一點，管理者寧可不獎勵或者不處罰。管理者在處理員工問題時，一定要有一種公平的心態(tài)，不應(yīng)有任何的偏見和喜好。雖然某些員工可能讓你喜歡，有些你不太喜歡，但在工作中，一定要一視同仁，不能有任何不公的言語和行為。1. 激勵員工從結(jié)果均等轉(zhuǎn)移到機會均等，并努力創(chuàng)造公平競爭環(huán)境。舉例來說，吳

3、士宏在ibm從一個打掃衛(wèi)生的人做起，一步一步到銷售業(yè)務(wù)員，到地區(qū)負責人，到中國區(qū)總經(jīng)理，是什么原因呢？除了個人努力，還應(yīng)該說ibm 良好的企業(yè)文化給了一個發(fā)展的舞臺，那就是每一個人都有無限的發(fā)展機會，只要有能力就會有發(fā)展的空間，實現(xiàn)自我，這在很多企業(yè)是做不到的，這種體制無疑會給員工莫大的激勵作用。2. 激勵要把握最佳時機。需在目標任務(wù)下達前激勵的，要提前激勵。員工遇到困難，有強烈要求愿望時，給予關(guān)懷，及時激勵。3. 激勵要公平準確、獎罰分明健全、完善績效考核制度，做到考核尺度相宜、公平合理?？朔杏H有疏的人情風。在提薪、晉級、評獎、評優(yōu)等涉及員工切身利益熱點問題上務(wù)求做到公平。4. 推行職工持

4、股計劃。使員工以勞動者和投資者的雙重身份，更加具有關(guān)心和改善企業(yè)經(jīng)營成果的積極性?，F(xiàn)代人力資源管理的實踐經(jīng)驗和研究表明，現(xiàn)代的員工都有參與管理的要求和愿望，創(chuàng)造和提供一切機會讓員工參與管理是調(diào)動他們積極性的有效方法。毫無疑問，很少有人參與商討和自己有關(guān)的行為而不受激勵的。因此，讓職工恰當?shù)貐⑴c管理，既能激勵職工，又能為企業(yè)的成功獲得有價值的知識。通過參與，形成職工對企業(yè)的歸屬感、認同感，可以進一步滿足自尊和自我實現(xiàn)的需要。建立和提高員工參與管理、提出合理化建議的制度和職工持股制度，加強員工各層次與領(lǐng)導(dǎo)層的交流溝通，提高員工主人翁參與意識。5. 榮譽激勵對員工勞動態(tài)度和貢獻予以榮譽獎勵，如會議表

5、彰、發(fā)給榮譽證書、光榮榜、在公司內(nèi)外媒體上的宣傳報導(dǎo)、家訪慰問、流覽觀光、療養(yǎng)、外出培訓(xùn)進修、推薦獲取社會榮譽、評選星級標兵等。6. 關(guān)心激勵對員工工作和生活的關(guān)心，如建立員工生日情況表，總經(jīng)理簽發(fā)員工生日賀卡，關(guān)心員工的困難和慰問或贈送小禮物。7. 競爭激勵提倡企業(yè)內(nèi)部員工之間、部門之間的有序平等競爭以及優(yōu)勝劣汰。8. 物質(zhì)激勵增加員工的工資、生活福利、保險，發(fā)放獎金、獎勵住房、生活用品、工資晉級。9. 信息激勵要經(jīng)常交流企業(yè)、員工之間的信息，進行思想溝通，如信息發(fā)布會、發(fā)布欄、企業(yè)報、匯報制度、懇談會、經(jīng)理接待日制度。1. one of the principles: incentives

6、 to vary from person to person because of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. even with a staff, at different times or circumstances, will have different needs. because of incentives depending on the internal and t

7、he subjective feelings of the staff are, therefore, incentive to vary from person to person. in the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. required to organize, classify, and then to formulate appropriate policie

8、s to help motivate employees to meet these needs. 2. two principles: appropriate incentives appropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. award overweight employees would have to meet the mood of pride and lost the desire to furth

9、er enhance their own; reward incentives too light will not achieve the effect, or so employees do not have a sense of attention. heavy penalties are unfair to make employees, or loss of the companys identity, or even slow down or damage arising from the emotions; leniency error will underestimate th

10、e seriousness of the staff, which will probably make the same mistake. 3. the principle of three: fairness the fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives.

11、employees to obtain the same score, we must receive the same level of incentives; the same token, employees committed the same error, but also should be subject to the same level of punishment. if you can not do this, managers would prefer not to reward or punishment. managers deal with employees at

12、 issue, must have a fair mind, should not have any prejudices and preferences. although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice. 1. stimulate the transfer of staff from the results of eq

13、ual to equal opportunities and strive to create a level playing field. for example, wu shihong at ibm from a clean start with the people, step by step to the sales clerk to the district person in charge, general manager of china, what are the reasons for this? in addition to individual efforts, but

14、also said that ibm should be a good corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will und

15、oubtedly inspire a great role of the staff. 2. inspire the best time to grasp. - takes aim at pre-order incentive the mission to advance incentives. - have difficulties employees, desire to have strong demand, to give the care and timely encouragement. 3. want a fair and accurate incentive, reward -

16、 sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable. - have to overcome there is thinning of the human pro-wind. - in reference salary, promotions, awards, etc.評優(yōu)involve the vital interests of employees on hot issues in order to be fair. 4. the im

17、plementation of employee stock ownership plan. workers and employees in order to double the capacity of investors, more concerned about the outcome of business operations and improve the initiative. modern human resources management experience and research shows that employees are involved in modern

18、 management requirements and aspirations, and create and provide opportunities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. there is no doubt that very few people participated in the discussions of the act and its own without incentives. t

19、herefore, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further

20、meet the needs of self-realization. set up and improve employee participation in management, the rationalization of the proposed system and the employee stock ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in o

21、wnership. 5. honor incentive staff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the companys internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of training, access to recommend honor society, selected stars model, such as class. 6. concerned about the incentives the staff concerned about work and