畢業(yè)論文外文翻譯-員工激勵的“四力模型”

1、employee motivation: a powerful new modelby nitin nohria, boris groysberg & linda-eling lee2008-08-01how to create the best employee performance is manager for a long time of challenge. in recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychol

2、ogy, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. the empirical research shows that, but the employee can create better performance. therefore, to motivate employees, managers should understand the driving force and can take what m

3、easures to meet the driving force.acquirement: get people always try to get some things, to increase the scarcity of his happiness. when the force satisfied, we will feel happy. conversely, it will feel dissatisfied. this force is often the relative (we always compare themselves with others), and it

4、 was difficult to satisfy (we always want more).combination: many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. hdrivingm, people wi

5、ll generate loving, caring, strong positive emotions, etc. conversely, it will appear as negative emotional loneliness cynical. in the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, and when they had rebelled again

6、st their will and morale.understand: we are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. when things seem pointless, we will feel frustrated, while looking for answers to quest

7、ions, the challenge will let us full of passion. in the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, and when they do look no value or no future, will be demoralized.defense: in the face of threats defense, to protect themselves, t

8、o protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us.this force is rooted in the hfight but fled” basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek

9、justice, clear goals and intention, and allow people to speak freely. these forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.these four driving are independent of each other, no secondary, also cannot substitute mutually. to fully mo

10、tivate employees, managers must satisfy all four driving force. in fact, every emotional force can use different organizations leverage to satisfy the most effectively.reward system: "gain" the most easily through the organization of driving system of rewards. of course, it also depends on

11、 the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.culture: if it meet the "combination” force among employees, cultivating strong friendship, the most effective way is to

12、establish a promote teamwork, cooperation, open and friendly culture.post designing: it is satisfied with "understanding force that it is the optimal way to design a meaningful and have fun and challenging positions.performance management and resource allocation process fairness, credible, tran

13、sparent, performance management and resource allocation process, help satisfy people's "defensive driving”.in addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. although do not expect to staff the whole company boss incen

14、tive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. for example, in recognition, managers can select and tasks, the rewards and employee performance.in the organization of managers only

15、under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.copyright © 2008 harvard business school publishing corporation. all rights reserved.talent ''

16、flow" and "left"by peter cappelli 2003-05-01for other company employees openly, it rarely occur in the past, but now it is already used the enterprise. the rapidly changing demands of the market rapidly changing constantly updated the organization. however, no one is willing to see hi

17、s talent was away. once the excellent employees leave, the enterprise will hit if hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. now, we have a choice: that is attractive to mark

18、et-oriented strategy. this strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.today, many enterprises in staff loyalty

19、are dependent on salary, but many attractive salary is a kind of mechanism. other personnel loss can be used to reduce the method is: the post to design - the united states through the heavy ups tedious work load from the driver package for other employee, stripping there was more to keep the driver

20、, to cultivate employees work or specific project team loyalty, hire skills in talent market demand is not high on the staff, the staff in the work place much temptation job-hopping, and other companies to provide staff into pairs across the company's career path. if there is no way to prevent l

21、oss of personnel, the enterprise can also use outsourcing, strengthen job, work will hire employees and standardization, cross training around the short-term organizational work, etc.if the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are mo

22、re like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.copyright © 2003 harvard business school publishing corporation. all rights reserved.let who evaluate staffby frederick f. reichheld & paul rogers 2005-11-01in the era of wooden, tra

23、nsport and the crew that recruits the appropriate command them to the same direction with traces the oars will not be easy. in the past, the captain of the common approach is waving the whip crew. now, in this business, enterprise how to motivate employees when?recently, in order to solve the proble

24、m of all kinds of organization is a constant headache, some companies began to staff s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. these examples:in the enterprise, the branch managers, employees want to get promotion, they be

25、long to the service quality team to achieve or exceed the average company, or any single people could not get a promotion. this company uses the performance index called "enterprise rental company service quality index11, its meaning for customer service in asking whether satisfaction, what per

26、centage of people playing a full five points-applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. if managers can successfully hold the top 80% of the empl

27、oyee performance，it can obtain the reward. if the 20% of employees for worst performance, the managers will not be punished accordingly.copyright © 2005 harvard business school publishing corporation. all rights reserved.員工激勵的“四力模型”作者：尼廷諾里亞，鮑里斯格魯斯伯格，琳達一埃琳李發(fā)表于：2008-08-01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

28、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，人類具冇四種基本 的情感需求或驅動力，而這些驅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 這些驅動力以及可以采取哪些舉措來滿足這些驅動力。獲取人們總是設法去獲取一些稀缺的東西，以增加口己的幸福感。當這個 驅動力得到滿足時，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、親屈或種群建立密切關系，但只冇人類把 這種關系擴展到了更大的群體，如

29、組織、社團和民族?！敖Y合”驅動力得到滿足, 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)境屮，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，于是捉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。防御在而對外來威脅時，保護

30、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)動物所共冇的，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，明確口標和意圖，并且允 許人們暢所欲言。這種驅動力得到滿足后，人們會覺得安全和口信，否則就會產(chǎn) 生恐懼、憎恨等強烈的消極情感。這四個驅動力都是相互獨立的，沒有主次z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動力。事實上，每個情感驅動力都 可以用不同的組織杠桿最有效地加以滿足。獎勵制度“獲取”駆動力最容易通過組織的獎勵制度得到滿足。當然，

31、這 述得看組織的獎勵制度能否冇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”驅動力，在員工之間培育強烈的同志情誼，最冇效的方 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”駆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。績效管理和資源配置流程 公止、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

32、。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。管理者只冇在組織的制約條件下盡最大努力滿足員工的所冇四個驅動力，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，這在以前很少發(fā)生，但是現(xiàn)在的企業(yè)對此已是習 以為常。急速變化的市場要求急速變化的組織不斷更新人才。但是，沒冇人愿意 看到口己的人才被挖走。一旦優(yōu)秀員工離去，企業(yè)就會受到打擊。企業(yè)如杲指望 借助于對薪酬方案、職業(yè)發(fā)展計劃、培訓項目等的修修補補，就想把自己與當今 自由流動的人才市場隔絕開來，肯定徒勞無功。現(xiàn)在，我們還有一種選擇：那就是

33、以市場為導向的留人策略。這種策略認為, 長期地、一概而論地要求員工忠誠既不可能也無必要，企業(yè)可以通過明確需要留 住哪些員工以及要留他們多久，將留人方案的重點放在留住需要的人才上去。今天，許多企業(yè)在培養(yǎng)員工忠誠度時都依賴丁薪酬，但薪酬只是眾多留人機 制中的一種。其他可以用來降低人員流失率的方法有：崗位重新設計一一美國 ups公司就通過把沉重乏味的包裹裝載工作從司機那里剝離給其他員工，留住了 更多的司機；培養(yǎng)員工對特定項口或工作團隊的忠誠；雇用技能在人才市場上需 求不高的員工；將員工安排在跳榊誘惑不多的地點工作；和其他公司結成對子， 為員工捉供跨公司的職業(yè)發(fā)展道路。如果實在沒冇什么辦法可以阻止人員

34、流失， 企業(yè)還可以利用工作外包、加強聘用工作、將工作標準化、交叉培訓員工以及圍 繞短期項目組織工作等方法。如果把過去留住員工的管理方法比作維護一個固定積水的水壩，那么新的管 理方法則更像是疏導一條流動的河流，其目標不是要阻止河水流動，而是控制水 流的方向和速度。讓誰來評估員工作者：弗雷德里克賴希黑爾德，保羅羅杰斯發(fā)表于：2005-11-01遠在木船運輸?shù)膮即藗兙桶l(fā)現(xiàn)招募合適的船員并指揮他們滿懷熱忱地朝 著同一個方向劃動船槳并非易事。過去，船長常用的激勵方式是揮舞鞭子抽打船 員。如今，在這個商業(yè)時代，企業(yè)當如何激勵員工呢？最近，為了解決這個令各種組織頭疼不已的問題，一些公司開始把員工報酬 與

35、團隊績效掛鉤，讓顧客和員工取代上司來評定績效。請看如下實例：在企業(yè)租車公司，分支機構的經(jīng)理以及員工要想獲得晉升，他們所屬團隊的 服務質(zhì)量就必須達到或者超過公司的平均水平，否則任何單個人都不可能得到晉 升。該公司所用的績效指標稱為“企業(yè)租車公司服務質(zhì)量指數(shù)”，其含義為：在 詢問顧客對服務是否滿意時，有百分z多少的人打了滿分5分。applebee餐館則冇區(qū)別地對待員工流失率，把員工分成績效最好的20%、績 效一般的60%和績效最差的20%,分別計算這三者的流失率。如果經(jīng)理們能夠 成功地留住績效排名前80%的員工，就能得到獎勵；假如績效最差的20%員工中 冇人離職，經(jīng)理們并不會因此而受罰。五分鐘搞定

36、5000字畢業(yè)論文外文翻譯，你想要的工具都在這里!在科研過程屮閱讀翻譯外文文獻是一個非常重要的環(huán)節(jié)，許多領 域高水平的文獻都是外文文獻，借鑒一些外文文獻翻譯的經(jīng)驗是非常 必耍的。市丁特殊原因我翻譯外文文獻的機會比較多，慢慢地就發(fā)現(xiàn) 了外文文獻翻譯過程屮的三大利器：google“翻譯,瀕道、金山詞霸（完 整版本）和cnk廣翻譯助手舄具體操作過程如下：1 先打開金山詞霸自動取詞功能，然后閱讀文獻；2遇到無法理解的長句時，可以交給google處理，處理后的結 果猛一看，不堪入目，可是經(jīng)過大腦的再處理后句子的意思基本就明 了了；3如果通過google仍然無法理解，感覺就是不同，那肯定是對 其中某個“常

37、用單詞”理解有誤，因為某些單詞看似很簡單，但是在文 獻屮有特殊的意思，這時就可以通過cnki的“翻譯助手"來查詢相關 單詞的意思，由于cnki的單詞意思都是來源與大量的文獻，所以它 的吻合率很高。另外，在翻譯過程中最好以“段落”或者“長句”作為翻譯的基本單 位，這樣才不會造成“只見樹木，不見森林''的誤導。四大工具：1 > google 翻譯：google,眾所周知，谷歌里而的英文文獻和資料還算是比較詳實 的。我利用它是這樣的。一方面可以用它查詢英文論文，當然這方面 的帖子很多，大家可以搜索，在此不贅述。冋到我自己說的翻譯上來。 下面給大家舉個例子來說明如何用吧比如說“電磁感應透明效應"這個詞匯你不知道他怎么翻譯， 首先你可以在cnki里查中文的，根據(jù)它們的關鍵詞中英文對照來 做，一般比較準確。在此主要是說在google里怎么知道這個翻譯意思。大家應該都 有詞典吧，按中國人的辦法,把一個一個詞分著查出來，敲到g