優(yōu)化員工激勵外文翻譯外文題目Optimizingstaffmotivation外文出處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.譯文:優(yōu)化員工激勵對于任何一個(gè)組織的領(lǐng)導(dǎo)者最重要而艱巨的職責(zé)之一就是激勵員工。這樣做是確保有一個(gè)專業(yè)的健康的生產(chǎn)工作環(huán)境。鑒于此技能的重要性,這些領(lǐng)導(dǎo)人誰不能夠這樣做就是把他們置于危險(xiǎn)的組織或不可能忍受自己的位置。這已被充分認(rèn)識到了,積極的工作激勵因素遠(yuǎn)遠(yuǎn)大于負(fù)面的越好,后者可能最終導(dǎo)致不愉快,怨恨員工可能會花費(fèi)更多時(shí)間考慮如何離開他們的立場是他們做的工作。有效的經(jīng)理不僅認(rèn)識到了這一點(diǎn)也意識到識別積極的激勵因素需要知道他手下的工作人員在個(gè)人能力上。他意識到是什么促使一個(gè)動機(jī)在一個(gè)員工身上即使在同樣的作用下也可能完全不適應(yīng)另一個(gè)員工。承認(rèn)這些差異經(jīng)常需要利用各種不同的激勵方法。基本的職業(yè)期望,激勵員工提供合理的補(bǔ)償提供足夠的好處工作相關(guān)的安全性能安全工作條件公平政策/程序動機(jī)途徑優(yōu)化工作環(huán)境工作基本到位的期望利用激勵性補(bǔ)償工作人員提供必要的工具經(jīng)理展示適當(dāng)?shù)娜穗H行為經(jīng)理的正面效應(yīng)??關(guān)系和組織,開放式溝通的特點(diǎn)動機(jī)途徑優(yōu)化的地位租賃權(quán)職責(zé)明確界定提供清晰的反饋進(jìn)展情況定期/成果利用參與式管理在工作場所的工作人員提供靈活性/時(shí)間表工作環(huán)境假定有一個(gè)規(guī)定,有相當(dāng)數(shù)量的員工將在一個(gè)地方,以維持基準(zhǔn)水平的滿意度更不用說提供一個(gè)環(huán)境,給他們動力。這些包括公平的補(bǔ)償(例如,工資加獎勵)及(如健康保險(xiǎn)等)足夠的好處。高素質(zhì)的員工隊(duì)伍成員知道自己的價(jià)值和短期變化在這方面他們是最常見的小事聰明,大事上愚蠢的管理的一部分。工作人員預(yù)計(jì)將用一種方式在一定范圍內(nèi)給定的位置上,是用自己獨(dú)特的培訓(xùn)和技術(shù)范圍內(nèi),并利用該范圍內(nèi)的專業(yè)知識獲得一致的補(bǔ)償賠償;對于那些特別優(yōu)秀的合格人才,應(yīng)該普遍降低這個(gè)范圍預(yù)期的上限。然而,值得注意的是,補(bǔ)償可能包括獎勵以外的形式用現(xiàn)金直接支付;例如,提供有償?shù)穆殬I(yè)發(fā)展機(jī)會可以是內(nèi)部或外部可以大幅度誘導(dǎo)員工,特別是處在今天的削減成本的環(huán)境中。工作人員必須對自己有信心,他們的良好的工作能力直接關(guān)系到一個(gè)更高的可能性的工作保障。他們還認(rèn)為工作條件確保他們的安全,不受生理和心理傷害的自由。最后,組織人力資源管理的政策和程序,必須確保公平的基本期望水平。據(jù)推測,上述問題在一個(gè)組織缺少了,不僅不利于生產(chǎn),其負(fù)面效應(yīng)還影響員工積極性的提高。還對組織的活力具有負(fù)面影響。員工非常普遍的反應(yīng),誘因型補(bǔ)償其性能受有挑戰(zhàn)性的目的和目標(biāo)影響。有效的管理者充分利用這一激勵方法定期舉行員工會議以確定在相互認(rèn)同的目標(biāo)和目的。激勵員工的關(guān)鍵是提供一個(gè)具體的可行的目標(biāo),簡單的提供一個(gè)相對模糊的目標(biāo)諸如改進(jìn)工作人員在健康資訊管理系統(tǒng)的目標(biāo)是不可能有任何有意義的結(jié)果。相反,對于經(jīng)理和員工同意的在特定的一段時(shí)間內(nèi)適度的可量化績效測量目標(biāo)應(yīng)該對工作人員的能力構(gòu)成彈性的挑戰(zhàn)。激勵員工的工作環(huán)境組織資源人力和財(cái)力必須確保每一位新員工了解他或她的工作。組織缺乏足夠的人員、設(shè)備、空間和其他相關(guān)的支持招募一位才華橫溢的人才去填充新的職位而不考慮支付預(yù)算和過程。這種情況是非常危險(xiǎn)的。提供適當(dāng)?shù)墓ぞ?一名員工負(fù)責(zé)一個(gè)項(xiàng)目或地區(qū)時(shí)經(jīng)理對工作人員進(jìn)行適當(dāng)?shù)氖跈?quán)和其他方式進(jìn)行確保他們的工作順利完成是必要的。否則是不公平不負(fù)責(zé)任的。管理人員必須平易近人、友好禮貌、喜歡和尊重工作人員,行事正值光明。經(jīng)理人員必須明白員工沉溺于享受短期的成功將會失去長遠(yuǎn)的成功。相反,那些不采取最佳的努力方式去肯定員工成就的經(jīng)理們將會得到員工的回報(bào)“拿來-彈頭”他們重要的是管理人員展示組織提供必要的支持,他們需要證明什么?他們做了真誠的熱情服務(wù)。特別是在醫(yī)療保健組織中,產(chǎn)品是安全的,提供高品質(zhì)更重要。值得記住的是管理者的每一個(gè)行動可能導(dǎo)致他們的表現(xiàn)無論是正面還是負(fù)面的影響。當(dāng)管理者與員工相互緊挨著一起工作時(shí),他們被看作是團(tuán)隊(duì)的問題,誰了解第一手別人考慮的資料,而不是從象牙塔心態(tài)相同的成員。有效的領(lǐng)導(dǎo)者認(rèn)識到通過漸進(jìn)式改變的,漸進(jìn)式的正面例子表現(xiàn)這種區(qū)別和鉛。成功的工作環(huán)境的特點(diǎn)是開放的溝通在各個(gè)層面。醫(yī)護(hù)人員特別需要感覺授權(quán),提供適當(dāng)?shù)恼疹櫗h(huán)境。除了明顯的團(tuán)隊(duì)建設(shè)和與它相關(guān)的