外文文獻(xiàn)翻譯

1、Employee Motivation: A Powerful New ModelBy Nitin Nohria, Boris Groysberg & Linda-Eling Lee 2008-08-01How 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 psycho

2、logy, 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

3、measures 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 i

4、t 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. "Driving"

5、, people will 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 reb

6、elled against 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 answe

7、rs to questions, 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 th

8、emselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the "fight 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 s

9、ystem to promote seek 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

10、 mutually. To fully motivate 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 cour

11、se, it also depends on 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, th

12、e most effective way is to 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 f

13、airness, credible, transparent, 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

14、the whole company boss incentive 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 or

15、ganization of managers only 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 right

16、s reserved.Talent "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

17、one is willing to see his 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: th

18、at is attractive to market-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 enter

19、prises in staff loyalty 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

20、 more to keep the driver, 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 ther

21、e is no way to prevent loss 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 m

22、anagement methods are more 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 2005-11-01I

23、n the era of wooden, transport 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 o

24、rder to solve the problem of all kinds of organization is a constant headache, some companies began to staffs 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

25、 get promotion, they belong 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 index", its meaning for customer service in asking whe

26、ther satisfaction, what percentage 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 h

27、old the top 80% of the employee 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(lì)的“四力模型” 尼廷諾里亞，鮑里斯格魯斯伯格，琳達(dá)埃琳李發(fā)表于：2008-08-01

28、如何讓員工創(chuàng)造出最佳績(jī)效是管理者長久以來面臨的嚴(yán)峻挑戰(zhàn)。近年來，神經(jīng)科學(xué)、生物學(xué)、進(jìn)化心理學(xué)等領(lǐng)域的跨學(xué)科研究告訴我們，人類具有四種基本的情感需求或驅(qū)動(dòng)力，而這些驅(qū)動(dòng)力正是我們一切行為的基礎(chǔ)。實(shí)證研究表明，受到激勵(lì)的員工能創(chuàng)造出更好的業(yè)績(jī)。因此，管理者要想激勵(lì)員工，就應(yīng)該了解這些驅(qū)動(dòng)力以及可以采取哪些舉措來滿足這些驅(qū)動(dòng)力。 獲取 人們總是設(shè)法去獲取一些稀缺的東西，以增加自己的幸福感。當(dāng)這個(gè)驅(qū)動(dòng)力得到滿足時(shí)，我們會(huì)感到高興；反之，則會(huì)覺得不滿意。這個(gè)驅(qū)動(dòng)力往往是相對(duì)的（我們總是拿自己與別人進(jìn)行比較），而且是難以滿足的（我們總是想得到更多）。 結(jié)合 許多動(dòng)物都與自己的父母、親屬或種群建立密切關(guān)系，

29、但只有人類把這種關(guān)系擴(kuò)展到了更大的群體，如組織、社團(tuán)和民族。“結(jié)合”驅(qū)動(dòng)力得到滿足，人們就會(huì)產(chǎn)生熱愛、關(guān)懷等強(qiáng)烈的積極情感；反之，則會(huì)出現(xiàn)孤獨(dú)、憤世嫉俗等消極情感。在工作環(huán)境中，當(dāng)員工為自己是組織的一員而感到自豪時(shí)，他們的激勵(lì)度就會(huì)大大提高；而當(dāng)組織背叛了他們時(shí)，他們就會(huì)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(dòng)和應(yīng)對(duì)措施。當(dāng)事情看上去毫無意義時(shí)，我們會(huì)感到沮喪；而尋找問題答案的挑戰(zhàn)，一般會(huì)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(xué)習(xí)，他們就會(huì)受到激勵(lì)；而當(dāng)他們所做的工作看起來毫無價(jià)值或毫無前途時(shí)，則會(huì)士氣

30、低落。 防御 在面對(duì)外來威脅時(shí)，保護(hù)自己，保護(hù)我們的財(cái)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(dòng)力根植于“斗不過就逃”的基本反應(yīng)中，這種反應(yīng)是大多數(shù)動(dòng)物所共有的，但對(duì)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(dòng)正義，明確目標(biāo)和意圖，并且允許人們暢所欲言。這種驅(qū)動(dòng)力得到滿足后，人們會(huì)覺得安全和自信，否則就會(huì)產(chǎn)生恐懼、憎恨等強(qiáng)烈的消極情感。 這四個(gè)驅(qū)動(dòng)力都是相互獨(dú)立的，沒有主次之分，也不能相互替代。要想充分激勵(lì)員工，管理者就必須同時(shí)滿足所有四個(gè)驅(qū)動(dòng)力。事實(shí)上，每個(gè)情感驅(qū)動(dòng)力都可以用不同的組織杠桿最有效地加以滿足。 獎(jiǎng)勵(lì)制度 “獲取”驅(qū)動(dòng)力最容易通過組

31、織的獎(jiǎng)勵(lì)制度得到滿足。當(dāng)然，這還得看組織的獎(jiǎng)勵(lì)制度能否有效界定員工的不同表現(xiàn)，將獎(jiǎng)勵(lì)與績(jī)效掛鉤，以及給予最優(yōu)秀的人員晉升的機(jī)會(huì)。 文化要滿足“結(jié)合”驅(qū)動(dòng)力，在員工之間培育強(qiáng)烈的同志情誼，最有效的方法就是建立一種促進(jìn)團(tuán)隊(duì)合作、協(xié)作、開放和友誼的文化。 崗位設(shè)計(jì) 滿足“理解”驅(qū)動(dòng)力的最佳途徑是設(shè)計(jì)出有意義、有樂趣且具有挑戰(zhàn)性的崗位。 績(jī)效管理和資源配置流程 公正、可信、透明的績(jī)效管理和資源配置流程，有助于滿足人們的“防御”驅(qū)動(dòng)力。 另外，員工的直接上司對(duì)于員工激勵(lì)度起著與組織政策同樣重要的作用。員工雖不指望上司對(duì)公司的整體獎(jiǎng)勵(lì)制度、文化、崗位設(shè)計(jì)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(shí)有一定的決定權(quán)。例如，管理者可以在表彰、認(rèn)可和任務(wù)選派上，把獎(jiǎng)勵(lì)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(gè)驅(qū)動(dòng)力，才能最有效地提高對(duì)員工的激勵(lì)效果，提升組織的業(yè)績(jī)。人才的“流”與“留” 彼得·卡佩利 發(fā)表于：2003-05-01公開爭(zhēng)奪其他公司的員工，這