外文文獻翻譯企業(yè)核心員工激勵

1、外文文獻原文+譯文原文TheresearchofenterprisecorestaffincentiveMarkusHAbstractEconomicglobalizationgradually,themodernenterpriseisfacingmoreandmorefiercemarketcompetition,thecompetitionisthecoreofenterprisetalentcompetition.Astheemployeesoftheenterprise,thecoreemployeesbecauseoftheirmasterprofessionalskills,in

2、themanagement,controllingandutilizingthedominantpositionofotherresources,becomethekeytogainacompetitiveedge.Andhowtoeffectivelymotivatethecorestaff,tocopewiththeincreasinglyfierceexternalcompetitionhasbecomeamodernenterpriseisfacingabigproblem.Keywords:Enterprisecorestaff;Incentives;Thepsychological

3、contract1 IntroductionIntheglobalcompetitionoftheknowledgeeconomyera,theenterprise'ssurvivalandthesustainablegrowthdependsfundamentallyonenterprise'scompetitiveadvantage,andthemodernenterprise'shumanresourcesisitsuniquevalue,scarcityanddifficulttoimitationcharacteristicsbecomeanimportant

4、partofenterprisecorecompetitiveness.Thecoreemployeesastheownerofthekeyknowledgeandskills,isamajorcreatorofenterprisevalue,isalsothesourceofenterprisegaincompetitiveadvantage.Theeffectofthecorestaffcanbefullyplaytoalargeextentdeterminestheriseandfallsuccessorfailureoftheenterprise,andhowtoeffectivein

5、centiveisthecorestaffistheenterprisehumanresourcesmanagementmustbepartofthework.Intheincreasinglyfiercewarfortalentintheneweconomicera,theworldwithinthescopeoftheenterprisearefacinganimportantandheadaches,namelycorestaffslossproblem.Howtoestablishandperfectthepolicysystemoffavorabletoarousingtheinit

6、iativeofenterprisecorestaff,retainandusegoodenterprisecorestaff,fullytapthepotentialconstructionenterpriseowncorecompetitiveness,isaneedtoactivelyexploreandstrivetosolvetheproblem.2 LiteraturereviewScholarshavethegeneralresearchofenterpriseemployeesincentiveismore,andthestudyofenterprisecorestaffinc

7、entiveisrelativelysmall,theyinthisaspectresearchfocusmainlyonhowtoretaincoreemployees,scholarstobusinesssuccessinkeepingkeyemployeesarestudiedonthebasisofthefact,putsforwardsomepracticalmethodsandcountermeasures.ManagementguruPeterduckerputknowledgestaffisdefinedas:"thosewhomasterandusesymbolsa

8、ndconcepts,useknowledgeorinformationtothepeoplewhowork".Hedescribesthecharacteristicsofknowledgeworkersintwoways:first,theymaybeduetobadmoodproductivity.Second,theyarenotemployeesbutvolunteers,althoughtheyalsogetthecorrespondingreward.Hepointedoutthatthemaincauseofknowledgeworkerproductivityisl

9、owisfailedtodefineknowledgeworker'sownwork.Educationistheresponsibilityofknowledgeworkers,andothersintheenterpriseintoaLearningorganization,Learningorganization)firstbeforegoingtobeatypeofTeachingorganization(wouldorganization).Knowledgeworkershavetocleartheinformationheneeded.Therefore,mustbeth

10、esameasvolunteersratherthanemployeestomanagethem.Althoughthecorestaffandknowledgeworkersarenotthesameconcept,buttherearemanycommonalitiesbetweenthetwo.DavidParkandScotta.spellfromtheperspectiveofenterprisedevelopmentstrategy,acombinationoftransactioncosteconomicstheory,humancapitaltheoryandstrategic

11、managementtheory,humancapitalintheenterpriseemploymentmodelonthebasisofcoreemployeeshasbeenstudied.Theythink:humancapitalisthekeyofenterprisecompetitiveadvantageresources,andthecoreoftheenterprisestaffintheorganization'suniquetechnology,istoorganizethesourceofcompetitiveadvantage.Loselossofcores

12、taffwillleadtoorganizationcapital,andincreasetheinsideofthecorestaffemployedtoenhancethevalueoforganizationalcreativity.Therefore,theorganizationshouldpayattentiontocultivatingthecorestaffloyalty,byincreasingtheinvestmentinthispartoftheemployees,allowingthemtoparticipateindecision-makingandmotivatio

13、ntocontributetotheorganization.AndscholarsmainlyfromthecorestafflosssuchasBevanlossestotheenterprise,thereasonsofthelossofcorestaff,andretainthecorestaffandtheenterprisestrategyandsoonwerestudied.Theyputforwardthecoreemployeeretentionstrategymainlyincludes:providetraininganddevelopmentopportunitiesf

14、orthecorestaffimprovethemanager'smanagementstyle,flexibility,letthecoreemployeesincompanyprofits,etc.Clothlanhamthatretainthecorestaffstrategyfocusedonfourkeypoints:first,aspeoplearewillingtoworkforthecompany.Second,weshouldchoosegoodtalent.Third,letemployeeshaveagoodstart.Fourth,usemethodssucha

15、sguidanceandrewardstokeepstaffloyalty.Healsoprovidesmanyexcelsinhumanresourcesmanagementofthecompany'sactualcasestudies,suchasHP,Ciscoandstarbucks,listsmanyofthesecompaniesspecificincentives,formanymanagersinkeepingenterprisecoretalentsprovidescertainhelpandreference.BeverlykayandSharonJordanstr

16、essedthatretainthecorestaffreferstonotonlystoptheoutflow,atthesametimetomakethemmore"into"and"work".Hepointedoutthatinadditiontoareasonableremuneration,inrealitythecoreemployeesalsoexpectachallengingandmeaningfulwork,learninganddevelopmentopportunities,friendlycolleagues,hopetoge

17、trecognitionandrespect,stillhopetohaveagoodmanagercanaffecttheseaspects.Inaddition,healsoformanagersandhumanresourceworkersputforwardthestrategyofthe26effectivetoretaincoreemployees.KnowledgemanagementexpertDrHantan'scorestaffincentivefactorsisproposed.Motivatethecorestaff,hethought,thefirstfour

18、factorsare:personalgrowth43%,13%workindependent,businessachievementof5%,7%moneywealth.Soonthecorestaffincentive,notwithmoneyisgivenpriorityto,andshouldbegivenprioritytowithdevelopmentandgrowth.Axe,aworldfamousmanagementconsultingco.,LTDcooperatewithAustralianinstituteofmanagementresearchafterthreeye

19、arsofresearch,forAustralia,theUnitedStates,Japan'sindustries,858employees(including160knowledgeworkers)listedafteranalyzingtheknowledgestaffincentivefactors.3 Relatedtheories3.1 EnterprisecorestaffAttheuniversityofMarylandandDavidScottfromtheperspectiveofenterprisedevelopmentstrategy,thetheoryof

20、transactioncosteconomicstheory,humancapitalandstrategicmanagementtheory,putforwardtobuildorganizationalstrategicmixedemploymentmodelofhumancapitaltheoryofhumancapital.Thehumancapitalintheorganizationcanaccordthevalueof"humancapital"and"theuniquenessofhumancapital"dualdimensionisd

21、ividedintofourtypes.Amongthem,thehumancapitalhasthehighvalueandisuniquestaffcanbecalledthecorestaff.Thecoreemployeesofenterprisescanberoughlydividedintothreecategories:thefirstcategory,thecorestaffwithprofessionalskills,thiskindofcoreemployeesmainlyownsabusinessorprofessionalskillsinthefieldoftalent

22、ononehand,itsworkingrelationshipwiththenormaloperationoftheenterprise.Thesecondcategory,thecorestaffwithabroadrangeofexternalrelations,thistypeofemployeesneededtohavethebusinessrelationshipwithextensiveexternalresources,istheenterprisebridgeofcommunicationwithoutsideorganizations,suchassalesofkeyper

23、sonnelandbusinesspersonnel,enterprisesneedthroughtheiraccesstotherequiredresourcesandproductoutput.Thirdclass,hasthecorestaffmanagementskills,thiskindofstaffismainlytohelpenterprisestoresistriskmanagement,saveadministrativecosts,itsperformanceiscloselyrelatedtothedevelopmentoftheenterprisequality.Of

24、course,theenterprisemanagersindeterminingtheenterprisecorestaff,thecompanyshouldpayattentiontocombiningwiththespecificdevelopmentstatusandtrendoftheenterpriseexternalenvironmentandattentionshouldbepaidtothedeterminationofcoreemployeesshouldbealongwiththedevelopmentoftheenterpriseandthemarketchangesc

25、onstantly,dynamicadjustmentandoptimization.3.2 IncentivetheoryMotivationisageneralterm,iswidelyusedfordrivingforce,wishes,needs,wishesandsimilarforcesofthewholeclass.Inmanagement,incentivesisbysomemeansormethodsfororganizationmembersinastateofexcitementandtension,positiveaction,andpaymoretimeandener

26、gy,toachievetheorganization'sdesiredgoal.Sincethebeginningofthe20thcentury,manymanagementscientists,psychologistsandsociologistshavebeenstudiedfromdifferentanglesonpeopleimplementeffectiveincentiveproblems,andputforwardmanygoodincentivetheory.Accordingtothecoreoftheincentiveproblemresearch,canre

27、duceincentivetheoryanddividedintocontentmotivationtheory,processmotivationtheory,strengtheningtheincentivetheoryandcomprehensiveincentivetheoryetc.3.3 ThepsychologicalcontracttheoryPsychologicalContract(ThePsychologicalContract)andbeentranslatedintoThePsychologicalContract,ThecurrentinThefieldofpsyc

28、hologyresearchtherearealotofdifferentunderstandingandexplanation,hasnotyetformedaveryauthoritativeandunifiedconcept.Levinsonregardedtheconceptof"psychologicalcontract"asakindofnowrittencontract.AccordingtoLevinson'spointofview,"psychologicalcontract"relationsbetweentheemploye

29、rsandemployeesintheorganizationandtheemployeeagreebeforehandgoodimplicitdidn'tsayittoeachotherwiththeirrespectivevariousexpectations.Someexpectationsinconsciousnessclear(suchaswages),andsomeexpectationontheconsciousnessisvague,suchaslong-termexpectationsofpromotion,etc.FamousAmericanmanagementps

30、ychologistcover(e.h.Stein)professor,psychologicalcontractis"betweentheindividualwillbededicatedanddesirestoobtain,andtheorganizationforpersonalexpectationsandprovideakindofcoordinationwiththe".Itisnotatangiblecontract,butitdoesplayatangiblecontractagain.Robinson(Robinson),andotherpeoplewil

31、lbepsychologicalcontractisdefinedasbetweenindividualsandorganizations,acertainperiodoftime,certaincircumstancesapersonalbeliefwithinthescopeofthemutualexpectations.Thatistosay,intheresearchofpsychologicalcontractisanexpectofeachotherbetweenpeopleandorganizations,aswellasindifferentperiodsanddifferen

32、tsituationsexistspecificallybelongstotheexpectationsofthefaith,emphasizesthepsychologicalcontractisakindoftwolevelsoftheeachotherbetweenindividualsandorganizations.Aboveall,"psychologicalcontract"toeachotherintheemploymentofthepartiesshallemploywhatshouldbeakindofsubjectivepsychologicalagr

33、eementatthesametime,thekeycomponentsofconventionistoemploytheimplicitunwrittenmutualresponsibility.ThisarticleUSEStheconceptof"psychologicalcontract",emphasizesthepsychologicalcontractofemployees,namelyfromtheperspectiveofemployeesunilateralresponsibilityandtheresponsibilityoftheemployeeso

34、ftheorganization.文獻出處：MarkusH.TheresearchofenterprisecorestaffincentiveJ.AcrosstheDisciplines,2016,4(3):31-41.譯文企業(yè)核心員工激勵研究MarkusH摘要經(jīng)濟全球化進程逐步推進，現(xiàn)代企業(yè)面臨著越來越激烈的市場競爭，而競爭的核心是企業(yè)人才實力的競爭。在企業(yè)的員工中，核心員工由于掌握著專業(yè)技能，處于管理、支配和運用企業(yè)其它資源的主導(dǎo)性地位，成為企業(yè)取得競爭優(yōu)勢的關(guān)鍵。而如何有效地激勵核心員工，來應(yīng)對日益激烈的外部競爭已成為現(xiàn)代企業(yè)所面臨的一大難題。關(guān)鍵詞：企業(yè)核心員工；激勵；心理契約1引言在

35、全球競爭的知識經(jīng)濟時代，企業(yè)的生存和可持續(xù)成長從根本上取決于企業(yè)的競爭優(yōu)勢，而現(xiàn)代企業(yè)中的人力資源正以其特有的價值性、稀缺性和難以模仿性等特征成為企業(yè)核心競爭力的重要組成部分。核心員工作為企業(yè)關(guān)鍵知識和技能的擁有者，是企業(yè)價值的主要創(chuàng)造者，也是企業(yè)獲得競爭優(yōu)勢的源泉。核心員工的作用能否得到充分發(fā)揮在很大程度上決定著企業(yè)的興衰成敗，而如何對核心員工進行有效的激勵則是企業(yè)人力資源管理必須要做好的一部分工作。在人才爭奪戰(zhàn)日趨激烈的新經(jīng)濟時代，當(dāng)今世界范圍內(nèi)的企業(yè)都面臨著一個重要而又頭疼的問題，即核心員工流失問題。如何建立和完善有利于調(diào)動企業(yè)核心員工積極性的政策制度，留住和用好企業(yè)的核心員工，充分挖掘

36、其潛力建設(shè)企業(yè)自己的核心競爭力，是一個需要積極探索和著力解決的問題。2文獻綜述學(xué)者們對企業(yè)員工激勵的一般性研究較多，而對企業(yè)核心員工激勵的研究比較少，他們在這方面研究的關(guān)注點主要放在如何留住企業(yè)的核心員工上，學(xué)者們在對企業(yè)成功留住核心員工的做法進行研究的基礎(chǔ)上，提出一些比較實用的方法和對策。管理大師彼得德魯克把知識員工定義為：那些掌握和運用符號和概念，利用知識或信息工作的人他從兩方面來描述知識工作者的特征：首先，他們可能會由于心情不佳而導(dǎo)致生產(chǎn)率下降；其次，他們不是雇員而是志愿者，盡管他們也獲得相應(yīng)報酬。他指出，造成知識工作者生產(chǎn)率低下的主要原因是未能界定知識工作者自身的工作。教育他人是知識工

37、作者的職責(zé)，在企業(yè)變成一個學(xué)習(xí)型組織(Learningorganization)以前首先要成為一個教學(xué)型組織(Teachingorganization)。知識工作者還必須明確他所需要的信息。因此，必須像對待志愿者而不是雇員一樣對他們進行管理。雖然核心員工和知識員工并非同一概念，但兩者之間存在著很多共性。DavidLepark和ScottASpell從企業(yè)戰(zhàn)略發(fā)展的角度出發(fā)，綜合了交易成本經(jīng)濟學(xué)理論、人力資本理論和戰(zhàn)略管理理論，在企業(yè)人力資本雇傭模型的基礎(chǔ)上對核心員工進行了研究。他們認為：人力資本是企業(yè)產(chǎn)生競爭優(yōu)勢的關(guān)鍵資源，而企業(yè)的核心員工掌握著組織獨特的技術(shù)，是組織競爭優(yōu)勢的源泉。失去核心員

38、工將會導(dǎo)致組織資本的丟失，而加大核心員工的內(nèi)部雇用可提升組織的價值創(chuàng)造力。因此，組織應(yīng)注重培養(yǎng)核心員工的忠誠度，通過增加對這部分員工的投資、允許他們參與決策激勵其對組織做出貢獻。而Bevan等學(xué)者主要從核心員工流失對企業(yè)造成的損失，核心員工流失的原因，以及企業(yè)留住核心員工的策略等幾方面進行研究。他們提出的核心員工保留策略主要包括：為核心員工提供培訓(xùn)和開發(fā)的機會、改善管理者的管理風(fēng)格、實行彈性工作制、讓核心員工分享企業(yè)的利潤等。布拉納姆認為留住核心員工的策略集中于四個關(guān)鍵點：第一，成為人們愿意為之工作的公司；第二，要選好人才；第三，讓員工有個美好的開始；第四，用指導(dǎo)和獎勵等方法來保持員工忠誠。他

39、還提供了許多在人力資源管理方面表現(xiàn)出色的公司的實際案例，如惠普、思科和星巴克等，列舉了這些公司的很多具體的激勵措施，為很多管理者在留住企業(yè)核心人才方面提供了一定的幫助和借鑒作用。貝弗利凱和沙倫喬丹強調(diào)，留住核心員工指的并不僅僅是阻止其外流，同時更要讓他們?nèi)谌肫渲小辈l(fā)揮作用”。他指出，在現(xiàn)實中除了合理的報酬之外，核心員工還期望得到有挑戰(zhàn)性的、有意義的工作，有學(xué)習(xí)和發(fā)展的機會，有友好的同事，希望得到認可和尊重，還希望有一個好經(jīng)理能夠影響到這些方面。(完整譯文請到百度文庫)止匕外，他還為管理者和人力資源工作者提出了26個行之有效的留住核心員工的策略。知識管理專家瑪漢坦姆提出了核心員工激勵因素。他認為，激勵核心員工的前四個因素分別是：個人成長43%,工作自主13%,業(yè)務(wù)成就5%,金錢財富7%。所以在核心員工的激勵上，不能以金錢為主，而應(yīng)以發(fā)展和成長為主。世界著名的安盛管理咨詢有限公司與澳大利亞管理研究院經(jīng)過三年的合作研究，對澳大利亞、美國、日本多個行業(yè)的858名員工（其中包括160名知識型員工）進行分析后列出了知識型員工的激勵因素。3相關(guān)理論3.1 企業(yè)核心員工美國馬里蘭州大學(xué)