优化员工激励外文翻译

优化员工激励外文翻译外文题目Optimizingstaffmotivation外文出处Compensation&BenefitsforLawOffices,2006(4):P74-77外文作者EdgarDstaren原文:OptimizingStaffMotivationOneofthemostimportantyetdifficultresponsibilitiesofaleaderinanyorganizationismotivatingstaff.Doingsogoesalongwaytowardensuringaprofessionallyhealthyandproductiveworkenvironment.Giventheimportanceofthisskill,thoseleaderswhoarenotabletodosoeitherputtheirorganizationatriskorarenotlikelytoendureintheirownposition.Ithasbeenwellrecognizedforsometimethatpositivemotivatorsworkfarbetterthannegativeones;thelattermayworkbrieflybutultimatelyresultinunhappy,resentfulstaffthatwilllikelyspendasmuchtimeconsideringhowtoleavetheirpositionastheydoworkinginit.Theeffectivemanagernotonlyrecognizesthisfactbutalsorealizesthatidentifyingpositivemotivatorsrequiresknowinghisstaffonanindividualbasis.Herecognizesthatwhatmotivatesonemember,eveninthesamerole,maynotbethesameforanother.Acknowledgingthesedifferencesoftennecessitatesthatvarietiesofmotivationalapproachesbeutilized.BasicWorkplaceExpectationstoMotivateStaff?Faircompensationprovided?Adequatebenefitsprovided?Jobsecurityrelatedtoperformance?Safejobconditions?Fairpolicies/proceduresMotivationalApproachestoOptimizetheWorkplaceEnvironment?Basicworkplaceexpectationsinplace?Utilizeincentive-basedcompensation?Providestaffwithnecessarytools?Managersdemonstrateappropriateinterpersonalbehavior?Managersleadbypositiveexample?RelationshipsandorganizationcharacterizedbyopencommunicationMotivationalApproachestoOptimizethePosition?Hireright?Responsibilitiesclearlydelineated?Clearfeedbackprovidedonprogress/outcomesonregularbasis?Utilizeparticipativemanagement?Providestaffflexibilityinworkplace/scheduleWorkenvironmentThereareanumberofassumedprovisionsstaffexpecttobeinplacesoastomaintainevenabaselinelevelofsatisfactionletaloneprovideanenvironmentwheretheyaremotivated.Theseincludefaircompensatione.g.,salaryplusincentivesandadequatebenefitse.g.,healthinsurance,etc..Qualitystaffmembersknowtheirworthandshortchangingtheminthisareaismostoftenpennywiseandpoundfoolishonthepartofmanagement.Staffmembersexpecttobecompensatedinamannerthatiswithinarangeforagivenpositionbuttheyalsoexpecttobecompensatedinamannerthatisconsistentwiththeirownuniquetrainingandexpertisewithinthatrange;forthoseparticularlyqualifiedortalentedindividuals,theyshouldgenerallyexpecttofalltowardtheupperendofthatrange.However,itisworthnotingthatcompensationmayincluderewardinformsotherthandirectpaymentwithcash;forexample,providingopportunitiesforpaidcareerdevelopmentwhichcanbeeitherinternalorexternalcanbeasubstantialinducementandparticularlyintoday’scost-cuttingenvironment.Staffmembersmusthaveconfidencethattheirgoodperformanceisdirectlyrelatedtoahigherlikelihoodofjobsecurity.Theyalsoexpectthatjobconditionsensuretheirsafety,freefromphysicalandpsychologicalinjury.Lastly,organizationalhumanresourcepoliciesandproceduresthatensurelevelsoffairnessarealsobasicexpectations.Presumably,theaboveissuesareinplaceinanorganization,forwithoutthemamanagerfindshimselfinanenvironmentthatwillnotonlyimpactnegativelyontheirbeingabletoenhancestaffmotivationbutwillmostlikelyimpactnegativelyontheorganizationsveryviability.Staffmembersgenerallyrespondparticularlywelltoincentive-basedcompensationinwhichperformanceisguidedbychallenginggoalsandobjectives.Itishighlymotivatingtohavesomecontroloverone’sowndestiny.Effectivemanagerstakeadvantageofthismotivationalmethodbymeetingregularlywithstaffsoastodeterminemutuallyagreedupongoalsandobjectives.Criticaltomotivatingstaffinthismanneristheneedtobequitespecificwithregardtotheobjectives.Simplyprovidingarelativelyvagueobjectivetoastaffmembersuchasimprovecodinginhealthinformationmanagementisunlikelytohaveanymeaningfuloutcome.Conversely,forthemanagerandstafftoagreethathealthinformationmanagementwillincreaseaccuracyofcodingby1percentoverthenextquartergivesthemameasurableobjective.Thekeyisprovidingaquantifiableperformancemeasureoveraspecificperiodoftime.Moreover,tobemosteffectivetheobjectivesshouldstretchthestaffmember’scapabilitiesandposeachallenge.Amotivatingworkenvironmentrequiresensuringthatthetoolsareinplaceforanewhiretoproperlydohisorherjob.Attheveryleastensurethattheorganizationalresources,bothhumanandfinancial,areavailableItdoeslittlegoodtotheorganizationorthestaffmembertorecruitatalentedadditiontotheteamwhosesuccessisstymiedbyalackofadequatepersonnel,equipment,space,orotherrelatedsupport.Thissituationisparticularlyriskywhenleadersrecruitpeopletofillnewpositionswithoutpayingadequateattentiontobudgetaryorprocessconsiderations.Providingpropertoolsincludesthemanagersensuringthatthestaffmembers'haveappropriateauthorityorareotherwiseempoweredtoproceedastheydeemnecessarytoaccomplishtheirjobs.Makingastaffmemberresponsibleforaprojectorareaforwhichtheyhavenoabilitytoholdothersaccountableisunfairatbestandaformulaforcreatingdissatisfaction.Staffmembersworkharderformanagerstheylikeandrespect.Inadditiontotheevidentinterpersonalskillsofbeingapproachable,friendly,andpolite,themanagermustensurethatheisbehavinginamannerthatwillengendertrustandadmiration.Actwithintegrityandtransparency.Managerswhotakecreditfortheirstaff’ssuccessesmayenjoyashort-termwinbutwilllosebig-timeinthelong-term.Conversely,thosemanagerswhotakeresponsibilityforeffortsthathavenotgoneoptimallyandgivecredittotheirstaffforsuccesseswillthemselvesberewardedbystaffthatwill“take-a-bullet”forthem.Itisimportantformanagerstodemonstratemorethanrequisitesupportfortheorganization;theyneedtodemonstrateasincerepassionforwhattheydo.Thisisparticularlyimportantinahealthcareorganizationwheretheproductissafe,highqualitycareofpeopleItisworthrememberingthatmanagersmayleadeitherpositivelyornegativelybyeveryactiontheyperform.Whenmanagersworkside-by-sidewiththeirstaff,theyareviewedasamemberoftheteamwhounderstandstheissuesfirst-handratherthansomeoneconsideringsamefromanivorytowermentality.Effectiveleadersrecognizethisdistinctionandleadthroughwalk-the-walkperformanceofpositiveexamplesSuccessfulworkenvironmentsarecharacterizedbyopencommunicationatalllevels.Healthcarestaffparticularlyneedtofeelempoweredtoprovideapropercareenvironment.Besidestheevidentteam-buildingandcamaraderieassociatedwithit,effectivecommunicationencouragessuchempowerment.Staffmembersexpectmanagerstokeeptheminformedaboutwhatisgoingonintheirorganizationaswellasplansforthefuture.Fearoftheunknownisveryreal;aninformedstaffmemberfeelsempowered.Effectivemanagersrecognizegoodperformanceandacknowledgeitthroughouttheorganizationaswellaspersonally.Littleactioncarriesasmuchweightatanylevelasahandwrittenletterfromamanagernotingaparticularlygoodperformanceandthankingthatstaffmemberforsame.PositionAssumingtheenvironmentalrequirementsareinplace,perhapsthemostimportantpositionalcomponenttowardcreatingamotivatedstaffmemberishiringtherightindividualinthefirstplace.Whilehiringrightisnoteasyinthesensethatittakesseriousthoughtandefforttodoso,itisfareasierinthelongrunthanthepainfultaskofmovingthewrongpersonfrompositiontopositiononlytocomeultimatelytowhatwasaninevitabledismissalinthefirstplace.Suchmistakesarecostlynotonlyfinanciallybutalsointermsofhumanandotherresources.Hiringrightinvolvescarefullyconsideringtheresponsibilitiesinvolvedandthespecificationsrequiredfortheposition.Givingappropriateattentiontotheseissuesupfrontimprovesthemanager’sabilitytobetteridentifyacandidatewiththehighestlikelihoodofsuccessHiringtherightindividualalsohasamultipliereffect.Happy,hard-workingstaffsetapositiveexampleforallthosewithwhomtheyworkandfacilitatefuturehires;unhappyhireshavetheoppositeeffect.Inarelatedmanner,inthosecircumstanceswhereapositionmightrightlybefilledthroughapromotionfromwithin,thisshouldbethegoalratherthananoutsidehire.Doingsoencouragesotherstaffmemberswithintheorganizationandgreatlyhelpsinbuildingloyaltytotheteam.Theimportanceofresponsibilitiesbeingclearlydefinedcannotbeoverestimated.Talentedstaffwilleasilyjumpthehighestbarsetforthem;theydo,however,wanttoknowthattheyarejumpingintherightstadium.Withsuchclarificationthereislittleriskthatstaffwillbeunsureabouthowsuccessisdefined.Intherapidlychangingworkenvironmentcharacteristicofthemodernhealthcareorganization,jobresponsibilitiesaremostoftenequallydynamic.Whilesuchanenvironmentmayprovideanexcitingchallenge,itmayalsobeconfusingshouldthemanagerbelessthaneffectiveincommunicatingcorrespondingchangesinexpectationsinareliablemannerEvenwithwell-definedgoalsandobjectives,staffmembersinvariablylooktomanagerstomeasuretheirsuccess.Effectivemanagersrecognizethisandareclearontheiropinionsactivitiesoroutcomes.Particularlyduringtheprogressofanyendeavor,forthrightcritiqueisessentialinproperlyguidingstafftowardasuccessfuloutcome.Whenaprojectiscompletedsuccessfully,acknowledgementofajobwelldonegoesalongwaytowardmotivatingastaffmember.Itisequallyimportanttoaddresspoorperformance.Poorperformingstaffmaysimplyrequirebetterclarificationoftheirresponsibilitiesandwhattheyaredoingbothwrongandright.TheydeserveacandiddiscussionwithappropriatefollowuponwhatthemanagerexpectsfromthemOntheotherhand,thepositionandrelatedtasksmaynotbewithinastaffmember’scapabilities;heorshemayevenneedtobeplacedinanentirelynewposition.Ifperformanceproblemscontinue,suchindividualswillneedtobedismissed.Itisnotonlyfrustratingforotherstaffmemberstoworkbesideindividualsnotmeetingtheirresponsibilitytotheorganizationbutmanagementsendsthewrongmessageifnonperformersareallowedtopersist.Oneofthemostpositiveofmotivatorsrecognizesthepotentialineverystaffmemberandprovidesthemtheopportunitytoshinebyputtingtheminapositionofleadership.Doingsoaddressesanumberofissuesatthesametime.Whenstaffareempoweredtomakedecisionsthatimpactnotonlythemselvesbuttheircolleagues,itletsthembetterunderstandthedifficultiesinherenttomanagement.Thisconceptofparticipatorymanagementrecognizesthatstafffeelvestedinanorganizationforwhichtheyareactiveparticipantsinitsdecision-makingprocessItishelpfulwhengivingsomeonesuchdecision-makingresponsibility,thatthepersonselectedcomesfromthelowestlevelofpositionsqualifiedtobesoempowered.InthismannerthenewpositionprovidesatruechallengetotheircapabilitiesInadditiontobeinghighlymotivatingandprovidingatremendoussenseofaccomplishment,itiscertainlyoneofthemosteffectivemeansofidentifyingandtrainingfutureleadersforyourorganization.Whileitisusefulforthemanagertoregularlyreviewthestaffmember’sprogressinsuchcases,theyshouldnottakeovertheactivitieslesttheyrisksubvertingthatindividual’sownpersonalandprofessionaldevelopment.Finally,allowingforcertainmodificationstothetraditionalworkplacescheduleorlocationmaybequiteeffectiveincreatingamotivatingenvironmentforcertainstaff.ThismightbeaddressedbyprovidingopportunitiesforflexibletimeschedulesorbyallowingstafftheabilitytoworkfromhomeIntheend,thereareanumberofcriteriathatprovideabaselinelevelofsatisfactionbutnotnecessarilyworkplacemotivation.Assumingtheorganizationisattentivetohiringrightandprovidedthatbaselineexpectationsareinplace,itisthemanager’sresponsibilitytoclarifywhatuniquelymotivatesstaff.Further,managersmustensurethatvariousapproachesareutilizedtosatisfactorilyfulfillthesemotivatorsatboththeworkingenvironmentandindividuallevel.译文:优化员工激励对于任何一个组织的领导者最重要而艰巨的职责之一就是激励员工。这样做是确保有一个专业的健康的生产工作环境。鉴于此技能的重要性,这些领导人谁不能够这样做就是把他们置于危险的组织或不可能忍受自己的位置。这已被充分认识到了,积极的工作激励因素远远大于负面的越好,后者可能最终导致不愉快,怨恨员工可能会花费更多时间考虑如何离开他们的立场是他们做的工作。有效的经理不仅认识到了这一点也意识到识别积极的激励因素需要知道他手下的工作人员在个人能力上。他意识到是什么促使一个动机在一个员工身上即使在同样的作用下也可能完全不适应另一个员工。承认这些差异经常需要利用各种不同的激励方法。基本的职业期望,激励员工提供合理的补偿提供足够的好处工作相关的安全性能安全工作条件公平政策/程序动机途径优化工作环境工作基本到位的期望利用激励性补偿工作人员提供必要的工具经理展示适当的人际行为经理的正面效应??关系和组织,开放式沟通的特点动机途径优化的地位租赁权职责明确界定提供清晰的反馈进展情况定期/成果利用参与式管理在工作场所的工作人员提供灵活性/时间表工作环境假定有一个规定,有相当数量的员工将在一个地方,以维持基准水平的满意度更不用说提供一个环境,给他们动力。这些包括公平的补偿(例如,工资加奖励)及(如健康保险等)足够的好处。高素质的员工队伍成员知道自己的价值和短期变化在这方面他们是最常见的小事聪明,大事上愚蠢的管理的一部分。工作人员预计将用一种方式在一定范围内给定的位置上,是用自己独特的培训和技术范围内,并利用该范围内的专业知识获得一致的补偿赔偿;对于那些特别优秀的合格人才,应该普遍降低这个范围预期的上限。然而,值得注意的是,补偿可能包括奖励以外的形式用现金直接支付;例如,提供有偿的职业发展机会可以是内部或外部可以大幅度诱导员工,特别是处在今天的削减成本的环境中。工作人员必须对自己有信心,他们的良好的工作能力直接关系到一个更高的可能性的工作保障。他们还认为工作条件确保他们的安全,不受生理和心理伤害的自由。最后,组织人力资源管理的政策和程序,必须确保公平的基本期望水平。据推测,上述问题在一个组织缺少了,不仅不利于生产,其负面效应还影响员工积极性的提高。还对组织的活力具有负面影响。员工非常普遍的反应,诱因型补偿其性能受有挑战性的目的和目标影响。有效的管理者充分利用这一激励方法定期举行员工会议以确定在相互认同的目标和目的。激励员工的关键是提供一个具体的可行的目标,简单的提供一个相对模糊的目标诸如改进工作人员在健康资讯管理系统的目标是不可能有任何有意义的结果。相反,对于经理和员工同意的在特定的一段时间内适度的可量化绩效测量目标应该对工作人员的能力构成弹性的挑战。激励员工的工作环境组织资源人力和财力必须确保每一位新员工了解他或她的工作。组织缺乏足够的人员、设备、空间和其他相关的支持招募一位才华横溢的人才去填充新的职位而不考虑支付预算和过程。这种情况是非常危险的。提供适当的工具,一名员工负责一个项目或地区时经理对工作人员进行适当的授权和其他方式进行确保他们的工作顺利完成是必要的。否则是不公平不负责任的。管理人员必须平易近人、友好礼貌、喜欢和尊重工作人员,行事正值光明。经理人员必须明白员工沉溺于享受短期的成功将会失去长远的成功。相反,那些不采取最佳的努力方式去肯定员工成就的经理们将会得到员工的回报“拿来-弹头”他们重要的是管理人员展示组织提供必要的支持,他们需要证明什么?他们做了真诚的热情服务。特别是在医疗保健组织中,产品是安全的,提供高品质更重要。值得记住的是管理者的每一个行动可能导致他们的表现无论是正面还是负面的影响。当管理者与员工相互紧挨着一起工作时,他们被看作是团队的问题,谁了解第一手别人考虑的资料,而不是从象牙塔心态相同的成员。有效的领导者认识到通过渐进式改变的,渐进式的正面例子表现这种区别和铅。成功的工作环境的特点是开放的沟通在各个层面。医护人员特别需要感觉授权,提供适当的照顾环境。除了明显的团队建设和与它相关的