外文文献翻译企业核心员工激励

1、外文文献原文+译文原文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.文献出处：MarkusH.TheresearchofenterprisecorestaffincentiveJ.AcrosstheDisciplines,2016,4(3):31-41.译文企业核心员工激励研究MarkusH摘要经济全球化进程逐步推进，现代企业面临着越来越激烈的市场竞争，而竞争的核心是企业人才实力的竞争。在企业的员工中，核心员工由于掌握着专业技能，处于管理、支配和运用企业其它资源的主导性地位，成为企业取得竞争优势的关键。而如何有效地激励核心员工，来应对日益激烈的外部竞争已成为现代企业所面临的一大难题。关键词：企业核心员工；激励；心理契约1引言在

35、全球竞争的知识经济时代，企业的生存和可持续成长从根本上取决于企业的竞争优势，而现代企业中的人力资源正以其特有的价值性、稀缺性和难以模仿性等特征成为企业核心竞争力的重要组成部分。核心员工作为企业关键知识和技能的拥有者，是企业价值的主要创造者，也是企业获得竞争优势的源泉。核心员工的作用能否得到充分发挥在很大程度上决定着企业的兴衰成败，而如何对核心员工进行有效的激励则是企业人力资源管理必须要做好的一部分工作。在人才争夺战日趋激烈的新经济时代，当今世界范围内的企业都面临着一个重要而又头疼的问题，即核心员工流失问题。如何建立和完善有利于调动企业核心员工积极性的政策制度，留住和用好企业的核心员工，充分挖掘

36、其潜力建设企业自己的核心竞争力，是一个需要积极探索和着力解决的问题。2文献综述学者们对企业员工激励的一般性研究较多，而对企业核心员工激励的研究比较少，他们在这方面研究的关注点主要放在如何留住企业的核心员工上，学者们在对企业成功留住核心员工的做法进行研究的基础上，提出一些比较实用的方法和对策。管理大师彼得德鲁克把知识员工定义为：那些掌握和运用符号和概念，利用知识或信息工作的人他从两方面来描述知识工作者的特征：首先，他们可能会由于心情不佳而导致生产率下降；其次，他们不是雇员而是志愿者，尽管他们也获得相应报酬。他指出，造成知识工作者生产率低下的主要原因是未能界定知识工作者自身的工作。教育他人是知识工

37、作者的职责，在企业变成一个学习型组织(Learningorganization)以前首先要成为一个教学型组织(Teachingorganization)。知识工作者还必须明确他所需要的信息。因此，必须像对待志愿者而不是雇员一样对他们进行管理。虽然核心员工和知识员工并非同一概念，但两者之间存在着很多共性。DavidLepark和ScottASpell从企业战略发展的角度出发，综合了交易成本经济学理论、人力资本理论和战略管理理论，在企业人力资本雇佣模型的基础上对核心员工进行了研究。他们认为：人力资本是企业产生竞争优势的关键资源，而企业的核心员工掌握着组织独特的技术，是组织竞争优势的源泉。失去核心员

38、工将会导致组织资本的丢失，而加大核心员工的内部雇用可提升组织的价值创造力。因此，组织应注重培养核心员工的忠诚度，通过增加对这部分员工的投资、允许他们参与决策激励其对组织做出贡献。而Bevan等学者主要从核心员工流失对企业造成的损失，核心员工流失的原因，以及企业留住核心员工的策略等几方面进行研究。他们提出的核心员工保留策略主要包括：为核心员工提供培训和开发的机会、改善管理者的管理风格、实行弹性工作制、让核心员工分享企业的利润等。布拉纳姆认为留住核心员工的策略集中于四个关键点：第一，成为人们愿意为之工作的公司；第二，要选好人才；第三，让员工有个美好的开始；第四，用指导和奖励等方法来保持员工忠诚。他

39、还提供了许多在人力资源管理方面表现出色的公司的实际案例，如惠普、思科和星巴克等，列举了这些公司的很多具体的激励措施，为很多管理者在留住企业核心人才方面提供了一定的帮助和借鉴作用。贝弗利凯和沙伦乔丹强调，留住核心员工指的并不仅仅是阻止其外流，同时更要让他们融入其中”并发挥作用”。他指出，在现实中除了合理的报酬之外，核心员工还期望得到有挑战性的、有意义的工作，有学习和发展的机会，有友好的同事，希望得到认可和尊重，还希望有一个好经理能够影响到这些方面。(完整译文请到百度文库)止匕外，他还为管理者和人力资源工作者提出了26个行之有效的留住核心员工的策略。知识管理专家玛汉坦姆提出了核心员工激励因素。他认为，激励核心员工的前四个因素分别是：个人成长43%,工作自主13%,业务成就5%,金钱财富7%。所以在核心员工的激励上，不能以金钱为主，而应以发展和成长为主。世界著名的安盛管理咨询有限公司与澳大利亚管理研究院经过三年的合作研究，对澳大利亚、美国、日本多个行业的858名员工（其中包括160名知识型员工）进行分析后列出了知识型员工的激励因素。3相关理论3.1 企业核心员工美国马里兰州大学