员工激励外文翻译文献

员工激励外文翻译文献员工激励外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：EmployeeMotivation:APowerfulNewModelByNitinNohria,BorisGroysberg&Linda-ElingLeeHowtocreatethebestemployeeperformanceismanagerforalongtimeofchallenge.Inrecentyears,theneuralscience,biologyandevolutionofinterdisciplinaryresearchareassuchaspsychology,humanshavetoldusfourbasicemotionalneeds,andtheforcedrivingorwhatweallthebasisoftheirbehavior.Theempiricalresearchshowsthat,buttheemployeecancreatebetterperformance.Therefore,tomotivateemployees,managersshouldunderstandthedrivingforceandcantakewhatmeasurestomeetthedrivingforce.Acquirement:Getpeoplealwaystrytogetsomethings,toincreasethescarcityofhishappiness.Whentheforcesatisfied,wewillfeelhappy.Conversely,itwillfeeldissatisfied.Thisforceisoftentherelative(wealwayscomparethemselveswithothers),anditwasdifficulttosatisfy(wealwayswantmore).Combination:Manyanimalsarecombinedwiththeirparentsandrelativesorcloserelationshipbetweenpopulation,butestablishtherelationshipbetweenhumanexpandedintolargergroups,suchasorganization,communityandnation."Driving",peoplewillgenerateloving,caring,strongpositiveemotions,etc.Conversely,itwillappearasnegativeemotionallonelinesscynical.Intheworkenvironment,whenthestaffforoneselfisamemberoftheorganizationareproudoftheirmotivationandwillgreatlyimprove,Andwhentheyhadrebelledagainsttheirwillandmorale.Understand:Weareeagertounderstandabouttheworldaroundthem,andthenputforwardvarioustheoriestoexplainallthings,andputforwardthereasonableactionandcountermeasures.Whenthingsseempointless,wewillfeelfrustrated,Whilelookingforanswerstoquestions,thechallengewillletusfullofpassion.Intheworkingenvironment,workersworkdoneifchallenging,andallowsthemtogrowandlearn,theywillbeincentive,Andwhentheydolooknovalueornofuture,willbedemoralized.Defense:Inthefaceofthreatsdefense,toprotectthemselves,toprotectourpropertyandachievements,familyandfriends,thoughtsandbeliefs,itisnaturaltous.Thisforceisrootedinthe"fightbutfled"basicresponse,thisiscommon,butmostanimalstohumans,itnotonlytheoffensiveordefensivebehavior,butalsotobuildasystemtopromoteseekjustice,cleargoalsandintention,andallowpeopletospeakfreely.Theseforceshavebeenfulfilled,peoplethinkandself-confidenceotherwisewillfearandhatestrongnegativeaffection.Thesefourdrivingareindependentofeachother,nosecondary,alsocannotsubstitutemutually.Tofullymotivateemployees,managersmustsatisfyallfourdrivingforce.Infact,everyemotionalforcecanusedifferentorganizationsleveragetosatisfythemosteffectively.RewardSystem:"gain"themosteasilythroughtheorganizationofdrivingsystemofrewards.Ofcourse,italsodependsontheorganization'srewardsystemcaneffectivelydefineemployeeperformance,willrewardwithdifferentperformance,andgivethebestchanceofpromotionofpersonnel.Culture:Ifitmeetthe"combination"forceamongemployees,cultivatingstrongfriendship,themosteffectivewayistoestablishapromoteteamwork,cooperation,openandfriendlyculture.Postdesigning:Itissatisfiedwith“understanding”forcethatitistheoptimalwaytodesignameaningfulandhavefunandchallengingpositions.Performancemanagementandresourceallocationprocessfairness,credible,transparent,performancemanagementandresourceallocationprocess,helpsatisfypeople's"defensivedriving".Inaddition,thedirectsupervisorforemployeesandmotivationaldegreesplaysanimportantroleasorganizationalpolicy.Althoughdonotexpecttostaffthewholecompanybossincentivesystem,culture,postdesignormanagementsystemexertingsignificanteffect,buttheyclearlysuperiorintheirinfluencewithinthescopeofacertainpower.Forexample,inrecognition,managerscanselectandtasks,therewardsandemployeeperformance.Intheorganizationofmanagersonlyundertheconditionoftheutmosteffortstosatisfyallfourdrivingforce,theemployeecanmosteffectivelyimprovetheincentiveeffectonemployees,improvetheorganizationalperformance.Copyright©2008HarvardBusinessSchoolPublishingCorporation.Allrightsreserved.Talent"flow"and"left"ByPeterCappelli2003-05-01Forothercompanyemployeesopenly,itrarelyoccurinthepast,butnowitisalreadyusedtheenterprise.Therapidlychangingdemandsofthemarketrapidlychangingconstantlyupdatedtheorganization.However,nooneiswillingtoseehistalentwasaway.Oncetheexcellentemployeesleave,theenterprisewillhit.Ifhopetohelpenterprisespackageandcareerdevelopmentplan,trainingprograms,liketinkeringwiththefreeflowofhistalentmarkettoday,affirmationinisolation.Now,wehaveachoice:thatisattractivetomarket-orientedstrategy.Thisstrategy,long-term,defiesgeneralizationsforemployeeloyaltyisneitherpossiblenornecessary,theenterprisecandefinitelyneedtokeepemployeesandleavethemwhathowattractivescheme,willfocusonthetalenttokeepup.Today,manyenterprisesinstaffloyaltyaredependentonsalary,butmanyattractivesalaryisakindofmechanism.Otherpersonnellosscanbeusedtoreducethemethodis:theposttodesign-theUnitedStatesthroughtheheavyUPStediousworkloadfromthedriverpackageforotheremployee,strippingtherewasmoretokeepthedriver,Tocultivateemployeesworkorspecificprojectteamloyalty,Hireskillsintalentmarketdemandisnothighonthestaff,Thestaffintheworkplacemuchtemptationjob-hopping,Andothercompaniestoprovidestaffintopairsacrossthecompany'scareerpath.Ifthereisnowaytopreventlossofpersonnel,theenterprisecanalsouseoutsourcing,strengthenjob,workwillhireemployeesandstandardization,crosstrainingaroundtheshort-termorganizationalwork,etc.Ifthepastmanagementmethodsofretainingstafftomaintainafixedwaterdam,sothenewmanagementmethodsaremorelikeaflowingrivers,dredgeitsgoalistopreventwaterflow,buttheflowdirectionandspeedcontrol.Copyright©2003HarvardBusinessSchoolPublishingCorporation.Allrightsreserved.LetwhoevaluatestaffByFrederickF.Reichheld&PaulRogers2005-11-01Intheeraofwooden,transportandthecrewthatrecruitstheappropriatecommandthemtothesamedirectionwithtracestheOARSwillnotbeeasy.Inthepast,thecaptainofthecommonapproachiswavingthewhipcrew.Now,inthisbusiness,enterprisehowtomotivateemployeeswhen?Recently,inordertosolvetheproblemofallkindsoforganizationisaconstantheadache,somecompaniesbegantostaff’scompensationandteamperformancehook,letthecustomerandemployee'ssupervisortoassessperformanceinstead.Theseexamples:Intheenterprise,thebranchmanagers,employeeswanttogetpromotion,theybelongtotheservicequalityteamtoachieveorexceedtheaveragecompany,oranysinglepeoplecouldnotgetapromotion.ThiscompanyUSEStheperformanceindexcalled"enterpriserentalcompanyservicequalityindex",itsmeaningforcustomerserviceinaskingwhethersatisfaction,whatpercentageofpeopleplayingafullfivepoints.Applebeerestaurantshavedifferencetofindingthebestperformance,20%ofthestaffisdividedintogeneral60%,performanceand20%oftheworstperformance,andseparatelycalculatedtheloss.Ifmanagerscansuccessfullyholdthetop80%oftheemployeeperformance,itcanobtainthereward.Ifthe20%ofemployeesforworstperformance,themanagerswillnotbepunishedaccordingly.Copyright©2005HarvardBusinessSchoolPublishingCorporation.Allrightsreserved.译文：员工激励的“四力模型”作者：尼廷・诺里亚，鲍里斯・格鲁斯伯格，琳达－埃琳・李如何让员工创造出最佳绩效是管理者长久以来面临的严峻挑战。近年来，神经科学、生物学、进化心理学等领域的跨学科研究告诉我们，人类具有四种基本的情感需求或驱动力，而这些驱动力正是我们一切行为的基础。实证研究表明，受到激励的员工能创造出更好的业绩。因此，管理者要想激励员工，就应该了解这些驱动力以及可以采取哪些举措来满足这些驱动力。获取人们总是设法去获取一些稀缺的东西，以增加自己的幸福感。当这个驱动力得到满足时，我们会感到高兴；反之，则会觉得不满意。这个驱动力往往是相对的（我们总是拿自己与别人进行比较），而且是难以满足的（我们总是想得到更多）。结合许多动物都与自己的父母、亲属或种群建立密切关系，但只有人类把这种关系扩展到了更大的群体，如组织、社团和民族。“结合”驱动力得到满足，人们就会产生热爱、关怀等强烈的积极情感；反之，则会出现孤独、愤世嫉俗等消极情感。在工作环境中，当员工为自己是组织的一员而感到自豪时，他们的激励度就会大大提高；而当组织背叛了他们时，他们就会士气低落。理解我们都渴望了解周围的世界，于是提出各种理论去解释各种事情，并且提出合理的行动和应对措施。当事情看上去毫无意义时，我们会感到沮丧；而寻找问题答案的挑战，一般会让我们充满激情。在工作环境中，员工所做的工作如果具有挑战性，并能让他们成长和学习，他们就会受到激励；而当他们所做的工作看起来毫无价值或毫无前途时，则会士气低落。防御在面对外来威胁时，保护自己，保护我们的财产和成就、家庭和朋友、思想和信仰，是我们的天性。这种驱动力根植于“斗不过就逃”的基本反应中，这种反应是大多数动物所共有的，但对于人类来说，它不仅表现为攻击性或防御性的行为，还表现为寻求建立一系列制度来推动正义，明确目标和意图，并且允许人们畅所欲言。这种驱动力得到满足后，人们会觉得安全和自信，否则就会产生恐惧、憎恨等强烈的消极情感。这四个驱动力都是相互独立的，没有主次之分，也不能相互替代。要想充分激励员工，管理者就必须同时满足所有四个驱动力。事实上，每个情感驱动力都可以用不同的组织杠杆最有效地加以满足。奖励制度“获取”驱动力最容易通过组织的奖励制度得到满足。当然，这还得看组织的奖励制度能否有效界定员工的不同表现，将奖励与绩效挂钩，以及给予最优秀的人员晋升的机会。文化要满足“结合”驱动力，在员工之间培育强烈的同志情谊，最有效的方法就是建立一种促进团队合作、协作、开放和友谊的文化。岗位设计满足“理解”驱动力的最佳途径是设计出有意义、有乐趣且具有挑战性的岗位。绩效管理和资源配置流程公正、可信、透明的绩效管理和资源配置流程，有助于满足人们的“防御”驱动力。另外，员工的直接上司对于员工激励度起着与组织政策同样重要的作用。员工虽不指望上司对公司的整体奖励制度、文化、岗位设计或管理体制施加重大影响，但他们清楚上司在自己的影响力范围内确实有一定的决定权。例如，管理者可以在表彰、认可和任务选派上，把奖励与员工表现挂钩。管理者只有在组织的制约条件下尽最大努力满足员工的所有四个驱动力，才能最有效地提高对员工的激励效果，提升组织的业绩。人才的“流”与“留”彼得·卡佩利发表于：2003-05-01公开争夺其他公司的员工，这在以前很