員工激勵(lì)外文翻譯文獻(xiàn)員工激勵(lì)外文翻譯文獻(xiàn)(文檔含中英文對(duì)照即英文原文和中文翻譯)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.譯文：?jiǎn)T工激勵(lì)的“四力模型”作者：尼廷?諾里亞，鮑里斯?格魯斯伯格，琳達(dá)－埃琳?李如何讓員工創(chuàng)造出最佳績(jī)效是管理者長(zhǎng)久以來(lái)面臨的嚴(yán)峻挑戰(zhàn)。近年來(lái)，神經(jīng)科學(xué)、生物學(xué)、進(jìn)化心理學(xué)等領(lǐng)域的跨學(xué)科研究告訴我們，人類具有四種基本的情感需求或驅(qū)動(dòng)力，而這些驅(qū)動(dòng)力正是我們一切行為的基礎(chǔ)。實(shí)證研究表明，受到激勵(lì)的員工能創(chuàng)造出更好的業(yè)績(jī)。因此，管理者要想激勵(lì)員工，就應(yīng)該了解這些驅(qū)動(dòng)力以及可以采取哪些舉措來(lái)滿足這些驅(qū)動(dòng)力。獲取人們總是設(shè)法去獲取一些稀缺的東西，以增加自己的幸福感。當(dāng)這個(gè)驅(qū)動(dòng)力得到滿足時(shí)，我們會(huì)感到高興；反之，則會(huì)覺得不滿意。這個(gè)驅(qū)動(dòng)力往往是相對(duì)的（我們總是拿自己與別人進(jìn)行比較），而且是難以滿足的（我們總是想得到更多）。結(jié)合許多動(dòng)物都與自己的父母、親屬或種群建立密切關(guān)系，但只有人類把這種關(guān)系擴(kuò)展到了更大的群體，如組織、社團(tuán)和民族。“結(jié)合”驅(qū)動(dòng)力得到滿足，人們就會(huì)產(chǎn)生熱愛、關(guān)懷等強(qiáng)烈的積極情感；反之，則會(huì)出現(xiàn)孤獨(dú)、憤世嫉俗等消極情感。在工作環(huán)境中，當(dāng)員工為自己是組織的一員而感到自豪時(shí)，他們的激勵(lì)度就會(huì)大大提高；而當(dāng)組織背叛了他們時(shí)，他們就會(huì)士氣低落。理解我們都渴望了解周圍的世界，于是提出各種理論去解釋各種事情，并且提出合理的行動(dòng)和應(yīng)對(duì)措施。當(dāng)事情看上去毫無(wú)意義時(shí)，我們會(huì)感到沮喪；而尋找問(wèn)題答案的挑戰(zhàn)，一般會(huì)讓我們充滿激情。在工作環(huán)境中，員工所做的工作如果具有挑戰(zhàn)性，并能讓他們成長(zhǎng)和學(xué)習(xí)，他們就會(huì)受到激勵(lì)；而當(dāng)他們所做的工作看起來(lái)毫無(wú)價(jià)值或毫無(wú)前途時(shí)，則會(huì)士氣低落。防御在面對(duì)外來(lái)威脅時(shí)，保護(hù)自己，保護(hù)我們的財(cái)產(chǎn)和成就、家庭和朋友、思想和信仰，是我們的天性。這種驅(qū)動(dòng)力根植于“斗不過(guò)就逃”的基本反應(yīng)中，這種反應(yīng)是大多數(shù)動(dòng)物所共有的，但對(duì)于人類來(lái)說(shuō)，它不僅表現(xiàn)為攻擊性或防御性的行為，還表現(xiàn)為尋求建立一系列制度來(lái)推動(dòng)正義，明確目標(biāo)和意圖，并且允許人們暢所欲言。這種驅(qū)動(dòng)力得到滿足后，人們會(huì)覺得安全和自信，否則就會(huì)產(chǎn)生恐懼、憎恨等強(qiáng)烈的消極情感。這四個(gè)驅(qū)動(dòng)力都是相互獨(dú)立的，沒(méi)有主次之分，也不能相互替代。要想充分激勵(lì)員工，管理者就必須同時(shí)滿足所有四個(gè)驅(qū)動(dòng)力。事實(shí)上，每個(gè)情感驅(qū)動(dòng)力都可以用不同的組織杠桿最有效地加以滿足。獎(jiǎng)勵(lì)制度“獲取”驅(qū)動(dòng)力最容易通過(guò)組織的獎(jiǎng)勵(lì)制度得到滿足。當(dāng)然，這還得看組織的獎(jiǎng)勵(lì)制度能否有效界定員工的不同表現(xiàn)，將獎(jiǎng)勵(lì)與績(jī)效掛鉤，以及給予最優(yōu)秀的人員晉升的機(jī)會(huì)。文化要滿足“結(jié)合”驅(qū)動(dòng)力，在員工之間培育強(qiáng)烈的同志情誼，最有效的方法就是建立一種促進(jìn)團(tuán)隊(duì)合作、協(xié)作、開放和友誼的文化。崗位設(shè)計(jì)滿足“理解”驅(qū)動(dòng)力的最佳途徑是設(shè)計(jì)出有意義、有樂(lè)趣且具有挑戰(zhàn)性的崗位?？?jī)效管理和資源配置流程公正、可信、透明的績(jī)效管理和資源配置流程，有助于滿足人們的“防御”驅(qū)動(dòng)力。另外，員工的直接上司對(duì)于員工激勵(lì)度起著與組織政策同樣重要的作用。員工雖不指望上司對(duì)公司的整體獎(jiǎng)勵(lì)制度、文化、崗位設(shè)計(jì)或管理體制施加重大影響，但他們清楚上司在自己的影響力范圍內(nèi)確實(shí)有一定的決定權(quán)。例如，管理者可以在表彰、認(rèn)可和任務(wù)選派上，把獎(jiǎng)勵(lì)與員工表現(xiàn)掛鉤。管理者只有在組織的制約條件下盡最大努力滿足員工的所有四個(gè)驅(qū)動(dòng)力，才能最有效地提高對(duì)員工的激勵(lì)效果，提升組織的業(yè)績(jī)。人才的“流”與“留”彼得·卡佩利發(fā)表于：2003-05-01公開爭(zhēng)奪其他公司的員工，這在以前很