该公司的声誉激励的承包和使用外文翻译

1、该公司的声誉激励的承包和使用外文翻译 外文题目 the use of incentive contracting and firm reputation 外文出处corporate reputation review,2010(4):p8-18 外文作者 david a. volkman kath henebry原文:the use of incentive contracting and firm reputation while corporations have increased the use of incentive contracting, they have simultane

2、ously expressed increased interest in maintaining or improving the reputation of their firm. this research demonstrates that the two goals may be incongruous, that, in contrast to previous research, the use of incentive contracting may not align the interests of management and sales staff and may ex

3、pose the corporation to increased reputation risk. specifically, we incorporate finnerty s 2005 compensation model into a multilevel asymmetric information model and demonstrate that a salesperson s incentive to increase reputational risk by misrepresenting the product or service of the firm is a fu

4、nction of the existence of asymmetric information between the salesperson and the customer, for example customer knowledge base, the inability of management to monitor a salesperson s actions, the lack of a timely penalty for a salesperson s aberrant actions, and the relative level of salesperson s

5、commission to base compensation. previous research evaluating the affect of incentive contracting on a sales staff s behavior have generally concluded that commissions will attenuate the shirking behavior but may lead to divergent risk-seeking behavior. this research extends previous analysis into t

6、he efficacy of incentive contracting by first recognizing the need to model multi levels of asymmetric information and the threat of termination; then delineating the environments whereby incentive contracting leads to perverse risk-seeking behavior by the firm s sales staff. while asymmetric inform

7、ation between the managers and employees of a firm is fundamental to the agency problems of shirking and risk seeking, the assumption is not sufficient to explain observed corporate environments. rather, asymmetric information between the salesperson and the firm s customer is also fundamental to mo

8、deling shirking and risk-seeking behaviors of the sales staff. in addition, the threat of termination in the presence of multilevels of asymmetric information will also influence risk-seeking behavior.problem managers the first step in dealing with a problem employee for a supervisor is to ask the q

9、uestion “is there really a problem employee or does the problem lie with me?” examples of this can include a supervisor who is intimidated by an employee because that person is more capable. also a person may seem untouchable since they may be from a minority or have long seniority with the company.

10、 additional reasons can include a supervisor who feels sorry for the employee or has a friendship with that person resulting in that employee being treated differently and encouraging problem behaviour. other employees behaviour will also be impacted on since they see this different treatment and ma

11、y grow to resent it ?thus affecting their work performance. managers must always remember that they are responsible for a subordinates performance. before pinning blame on the employee they must ask themselves what they may be doing that may contribute to the employees poor performance. a final issu

12、e for managers to understand is that all people do not see the world in the same way and that they should attempt to look at it from their employees point of view. recognizing the problem employee a problem employee needs to be identified as soon as possible, so that the corrective action can be tak

13、en immediately when problems are still minor. “the problem employee is irritating, frustrating, and embarrassing to his manager”1, p.3. a manager who ignores the problem employee will possibly overreact when he finally takes action, because the situation is no longer avoidable.some common types of p

14、roblem employees to look for are: people who do not show up for work and cheat on their time ?the time wasters, the bathroom hiders, the lunch lizards. people with bad attitudes ? the backstabbers, wedge drivers and busybodies who undermine the boss these people can also be listed as “the sniper, th

15、e complainer, the exploder, the know-it-all, and the passive”3. regardless of which list you use, or what you call these people, their behaviour must be addressed as soon as possible in order to minimize their negative effect on others and the organization.expectancy theory one of the best theories

16、to motivate all employees is expectancy theory. the theory basically states that “an individual has the highest motivation to put forth the greatest effort if he or she believes the effort will lead to good performance, and the good performance will lead to preferred outcomes”4. in the case of probl

17、em employees they have a negative expectancy or doubt that effort will lead to performance or that performance will lead to outcomes. also, problem employees may not like or want the outcomes associated with performance. the nine cs as proposed by walter newsom, a professor at mississippi state univ

18、ersity, are a useful way of using the expectancy theory in a practical manner. these nine cs are questions that a supervisor should ask when a problem employee is detected: capability: “does the employee have the capability to perform the job well?”4. too often managers assume that people have the c

19、apability to do the job assigned to them and leave them alone. new employees, especially, need to be watched carefully, to ensure that they are not floundering, because they are new to the task. an active role by the supervisor will build the capability of the new hire until the supervisor can take

20、a more passive role. if this active role is not taken, a new employee may quickly become a problem employee and take up much more of the supervisors time later in corrective action. confidence: “does the employee believe he or she can perform the job well?”4 confidence is the perception one has of t

21、heir ability and directly affects capability. managers sometimes assume that because a subordinate knows how to perform a job, they can do it when they may not have the confidence to do it. managers can avoid this problem by expressing confidence in the subordinate, which will eliminate the passive

22、employee. challenge: “does the employee have to work hard to perform the job well?”4 jobs that are so easy for the employee that they can do them in their sleep usually result in employees working as if they are asleep. problem employees must be made to take responsibility for their work and expand

23、the meaning of their work with job enrichment. in production lines, which have traditionally little challenge quality circles make employees responsible for the quality of their work, which in turn lets them be treated as responsible adults. managers should be aware that individuals perform best whe

24、n they have the capability as well as the confidence to do the job, and theyre challenged”4. in other words a manager should make sure that any problem employee has the right balance between capability and confidence with challenge in their job, and correct the mix where necessary. criteria: “does t

25、he employee know the difference between good and bad performance?”4. a common misconception by managers is that they assume that the difference is obvious. in numerous cases people are fired for bad performance when they feel they have been performing satisfactorily. a simple method to solve this pr

26、oblem “is for the manager and employee each to list four or five major responsibilities of the employees job according to importance. compare the two lists. this can reveal major discrepancies in their understanding of job responsibilities, as well as daily reality in the office of which a manager m

27、ight be unaware”5. when an employee is new or is a problem, it is critical that positive performance be commended and negative performance be specifically addressed in a constructive manner. “some managers dislike saying anything critical. they hope subordinates figure it out for themselves and chan

28、ge. effective managers dont hope ? theyact”4. credibility: “does an employee believe the manager will deliver on promises?”4. the most effective managers are those who deliver on their promises, no matter how small a promise and to whom they gave it. however, many managers forget what they said, or

29、were lying for convenience problem employees often arise because they were promised rises, bonuses or promotion for good performance and the manager does not come through. a manager must first obtain approval for any promise he may give outside his authority, so that the promise can be acted on. con

30、versely, threats which a manager may make need to be followed through to preserve credibility. any threats that a manager makes need to follow company policy; otherwise they lack force and authority. problem employees need to believe in the promises threats made to them by their manager; otherwise t

31、hey will not take that manager seriously. new managers who take over problem employees need to take scrupulous care that all promises and threats are fulfilled to the letter, since even a minor deviation will be seen as a weakness. consistency: “do subordinates believe that all individuals receive s

32、imilar preferred outcomes for good performance and similar less preferred outcomes for poor performance?”4. many managers treat all employees the sameusually badly and think that this is consistency. rather, it means that the good performers are treated equally better and bad performers treated equa

33、lly negatively at the same level. a problem employee can result from mixed signals being sent by a manager. for example, one employee who is constantly late may never be reprimanded while another might be disciplined for being one minute late. compensation: “do the outcomes associated with good perf

34、ormance reward the individual?”4. many managers make the mistake of thinking that money is the only compensation and forget that employees also look to non-monetary rewards for their good performance. “recognition and praise on the job are so important that one in four workers surveyed by motivation

35、al systems of west orange, new jersey, said they would leave their current jobs to work ? at the same salary and benefits ? for another company with a reputation for giving special notice and appreciation”6. the most overlooked source of compensation for an employee is a simple “thank you”. many bos

36、ses believe that their pay is enough compensation to keep employees happy and that same ? uniform ?per cent across the board rises will continue to keep employees happy. many managers have no control over the monetary rewards and so wash their hands of any responsibility to be involved in the compen

37、sation of employees without examining alternatives such as recognition programmes. cost: “what does it cost an individual, in effort and outcomes forgone, to perform well?”4. some managers assign projects to employees without taking into account that employees life outside the company. for example,

38、giving a task that takes many evenings and weekends or an employee going to mba school. that employee will become a problem employee simply because he cannot devote the time necessary to school and work. communication: “does the manager communicate with the subordinate?”4. this is the most critical

39、element in the nine cs since none would work without it. many supervisors believe that communication means talking at an employee, when in reality it also means listening to the employee. most problem employees have very little communication. thus, communication, using the nine cs, is the main way f

40、or a supervisor to turn a problem employee around. the nine cs can be used by a manager as a diagnostic tool in understanding employee motivation performance appraisals are an excellent way for a manager and a problem employee to communicate as long as the following guidelines are observed: develop

41、clear, understandable, measurable objectives for each position. make performance appraisal a year-round way of life. link the process to positive development planning. educate appraisers about performance purposes and practices7. effective performance appraisals can bridge the communication breakdow

42、n that often leads to problem employees. a well designed appraisal system can communicate the organizations objectives and motivate employeesconclusion the nine cs are an easy to understand tool for using expectancy theory in dealing with a problem employee who needs to be motivated. like any tool i

43、t needs to be modified to meet the needs and circumstances of the manager and the problem employee. expectancy theory is only one of many theories that a manager should be familiar with when supervising employees. it should, however, be stressed that the theory should be used in a proactive and not

44、a reactive manner and before an employee becomes a problem employee. 译文:该公司的声誉激励的承包和使用 虽然公司已经增加了激励的承包使用,他们同时表示,增进和维持改善公司声誉激励的兴趣。研究表明,这两个目标可能不一致,即相对于以往的研究,奖励承包使用可能于管理和销售人员的利益不对称,可能使该公司增加了信誉风险。具体来说,我们结合芬纳蒂的(2005)一个多层次的非对称信息补偿模型,表明销售人员的声誉激励增加了公司谎报的产品或服务的声誉风险的信息功能不对称存在售货员和顾客之间,例如客户的知识基础,管理无法监视营业员的行为,提供及

45、时对一个销售员的异常行为的处罚缺乏,以及缺乏营业员的佣金的赔偿依据的相对水平。 以前对销售人员的研究评估影响了对激励承包的普遍认识,委员会将减弱责任的推卸行为,但可能会导致不同的风险寻求行为。本研究扩展了从认识到需要信息模型不对称以及终止威胁和多层次承包的激励效能前面的分析,然后据此划分的环境造成有害激励承包风险寻求行为该公司的销售人员。虽然与经理和公司员工的信息不对称是至关重要的不可推卸的风险寻求代理问题,是不足以解释观察到的企业环境。相反,销售人员之间和公司的客户信息不对称也是建模和风险寻求销售人员的行为。此外,终止中的信息不对称存在的威胁也将影响风险寻求行为。问题管理 在与上司对员工的处

46、理问题的第一步是问“是否真的有问题员工的问题还是跟我撒谎?”这样的例子可以包括一个由员工谁主管吓倒,因为该人是更具实力。一个人可能也碰不得的,因为他们似乎可以从少数人或与本公司长期资。其他原因可能包括主管谁觉得很抱歉的雇员或与该雇员造成的,在人的友谊受到不同的待遇和鼓励问题行为。其他雇员的行为也将受到影响,因为他们看到的这种不同的待遇,并可能发展到反感,从而影响他们的工作表现。管理者必须永远记住,他们是一个下属的业绩负责。前雇员的责任寄托在他们必须问自己,他们可能会做什么,可能有助于员工的表现不佳。一个管理者要了解的最后一个问题是,所有的人看不到在同一个角度看待世界,他们应该看它试图从他们的雇

47、员的观点。 认识到问题员工一个问题员工必须尽快确定,以便能够采取纠正行动时立即问题仍然不大。 “问题员工刺激性,令人沮丧,他的经理和尴尬”1,第3页。谁忽视了一个经理很可能会做出过激反应问题员工时,他终于采取行动,因为情况已不再是可以避免的。 一些常见的问题员工的类型有:人谁不露面的工作和欺骗自己的时间浪费的时间,浴室,午餐蜥蜴。态度不好的人 - 幕后使者,楔形司机,好管闲事的老板谁破坏这些人也被列为“狙击时,抱怨的人,在引爆,专业知识与资讯科技所有,被动的”3。不管你使用哪个列表,或者是你叫这些人,他们的行为,必须尽快解决,以尽量减少其对他人和组织的负面影响。 期望理论最好的理论,激励全体员

48、工之一就是期望理论。该理论指出,基本上是“个人具有最高的动机提出了最大的努力,如果他或她认为,努力将导致良好的性能,以及良好的性能将导致首选的成果”4。在对问题员工情况下,他们有负面预期或怀疑这种努力将导致性能或性能将导致的结果。此外,问题员工可能不喜欢或想与性能相关的成果。沃尔特纽瑟姆,在美国密西西比州立大学教授,提出cs是一种使用一个务实的态度,期望理论的有效方式。这九个问题,铯是一个主管应该问一个问题员工时检测到:能力:“雇员是否有能力进行的工作吗?”4。管理者常常认为人有能力做的工作分配给他们,让他们孤独。新员工,尤其是,需要仔细观察,以确保它们不挣扎,因为它们是新的任务。一个由主管的

49、积极作用将建立新的雇用能力,直到主管可以采取更加被动的角色。如果这是不采取积极的作用,一个新的员工可能很快成为一个问题员工,并采取了许多主管更多的时间在以后的纠正措施。信心:“是否相信他或她的雇员可以执行的工作做好?”4自信是一个具有感知能力,并直接影响其功能。管理者有时假定,因为一个下属知道如何执行工作,他们能做到这一点时,他们可能没有足够的信心做到这一点。管理者可以通过表达避免在下属,这将消除被动雇员信心这个问题。挑战:“难道员工必须努力工作来执行工作做好?”4工作是如此容易的雇员,他们可以在他们工作的员工在他们的睡眠通常的结果,如果他们睡着了。问题员工必须要对他们的工作责任感和扩大他们与工作丰富化工作的意义。在生产线,传统的小挑战)质量圈,使员工为他们的工作,从而让他们成为负责任的成年人对待质量负责。管理者应该认识到,个人表现最好的当他们有能力和信心做好这项工作,他们所遇到的挑战“4。换句话说经理应确保雇员有任何问题与挑战,在他们的