员工激励外文文献Word版

外文文献翻译企业核心员工激励

外文文献原文+译文原文The research of enterprise core staff incentiveMarkus HAbstractEconomic globalization gradually, the modern enterprise is facing more and more fierce market competition, the competition is the core of enterprise talent competition. As the employees of the enterprise, the core employees because of their master professional skills, in the management, controlling and utilizing the dominant position of other resources, become the key to gain a competitive edge. And how to effectively motivate the core staff, to cope with the increasingly fierce external competition has become a modern enterprise is facing a big problem.Key words: Enterprise core staff; Incentives; The psychological contract1 IntroductionIn the global competition of the knowledge economy era, the enterprise's survival and the sustainable growth depends fundamentally on enterprise's competitive advantage, and the modern enterprise's human resources is its unique value, scarcity and difficult to imitation characteristics become an important part of enterprise core competitiveness. The core employees as the owner of the key knowledge and skills, is a major creator of enterprise value, is also the source of enterprise gain competitive advantage. The effect of the core staff can be fully play to a large extent determines the rise and fall success or failure of the enterprise, and how to effective incentive is the core staff is the enterprise human resources management must be part of the work. In the increasingly fierce war for talent in the new economic era, the world within the scope of the enterprise are facing an important and headaches, namely core staffs loss problem. How to establish and perfect the policy system of favorable to arousing the initiative of enterprise core staff, retain and use good enterprise core staff, fully tap the potential construction enterprise own core competitiveness, is a need to actively explore and strive to solve the problem.2 Literature reviewScholars have the general research of enterprise employees incentive is more, and the study of enterprise core staff incentive is relatively small, they in this aspect research focus mainly on how to retain core employees, scholars to business success in keeping key employees are studied on the basis of the fact, puts forward some practical methods and countermeasures. Management guru Peter ducker put knowledge staff is defined as: "those who master and use symbols and concepts, use knowledge or information to the people who work". He describes the characteristics of knowledge workers in two ways: first, they may be due to bad mood productivity. Second, they are not employees but volunteers, although they also get the corresponding reward. He pointed out that the main cause of knowledge worker productivity is low is failed to define knowledge worker's own work. Education is the responsibility of knowledge workers, and others in the enterprise into a Learning organization, Learning organization) first before going to be a type of Teaching organization (would organization).Knowledge workers have to clear the information he needed. Therefore, must be the same as volunteers rather than employees to manage them. Although the core staff and knowledge workers are not the same concept, but there are many commonalities between the two. David Park and Scott a. spell from the perspective of enterprise development strategy, a combination of transaction cost economics theory, human capital theory and strategic management theory, human capital in the enterprise employment model on the basis of core employees has been studied. They think: human capital is the key of enterprise competitive advantage resources, and the core of the enterprise staff in the organization's unique technology, is to organize the source of competitive advantage. Lose loss of core staff will lead to organization capital, and increase the inside of the core staff employed to enhance the value of organizational creativity. Therefore, the organization should pay attention to cultivating the core staff loyalty, by increasing the investment in this part of the employees, allowing them to participate in decision-making and motivation to contribute to the organization.And scholars mainly from the core staff loss such as Bevan losses to the enterprise, the reasons of the loss of core staff, and retain the core staff and theenterprise strategy and so on were studied. They put forward the core employee retention strategy mainly includes: provide training and development opportunities for the core staff improve the manager's management style, flexibility, let the core employees in company profits, etc. Cloth lanham that retain the core staff strategy focused on four key points: first, as people are willing to work for the company. Second, we should choose good talent. Third, let employees have a good start. Fourth, use methods such as guidance and rewards to keep staff loyalty. He also provides many excels in human resources management of the company's actual case studies, such as HP, Cisco and star bucks, lists many of these companies specific incentives, for many managers in keeping enterprise core talents provides certain help and reference. Beverly kay and Sharon Jordan stressed that retain the core staff refers to not only stop the outflow, at the same time to make them more "into" and "work". He pointed out that in addition to a reasonable remuneration, in reality the core employees also expect a challenging and meaningful work, learning and development opportunities, friendly colleagues, hope to get recognition and respect, still hope to have a good manager can affect these aspects. In addition, he also for managers and human resource workers put forward the strategy of the 26 effective to retain core employees. Knowledge management expert Dr Han tan's core staff incentive factors is proposed. Motivate the core staff, he thought, the first four factors are: personal growth 43%, 13% work independent, business achievement of 5%, 7% money wealth. So on the core staff incentive, not with money is given priority to, and should be given priority to with development and growth. Axe, a world famous management consulting co., LTD cooperate with Australian institute of management research after three years of research, for Australia, the United States, Japan's industries, 858 employees (including 160 knowledge workers) listed after analyzing the knowledge staff incentive factors.3 Related theories3.1 Enterprise core staffAt the university of Maryland and David Scott from the perspective of enterprise development strategy, the theory of transaction cost economics theory, human capitaland strategic management theory, put forward to build organizational strategic mixed employment model of human capital theory of human capital. The human capital in the organization can accord the value of "human capital" and "the uniqueness of human capital" dual dimension is divided into four types. Among them, the human capital has the high value and is unique staff can be called the core staff.The core employees of enterprises can be roughly divided into three categories: the first category, the core staff with professional skills, this kind of core employees mainly owns a business or professional skills in the field of talent on one hand, its working relationship with the normal operation of the enterprise. The second category, the core staff with a broad range of external relations, this type of employees needed to have the business relationship with extensive external resources, is the enterprise bridge of communication with outside organizations, such as sales of key personnel and business personnel, enterprises need through their access to the required resources and product output. Third class, has the core staff management skills, this kind of staff is mainly to help enterprises to resist risk management, save administrative costs, its performance is closely related to the development of the enterprise quality. Of course, the enterprise managers in determining the enterprise core staff, the company should pay attention to combining with the specific development status and trend of the enterprise external environment and attention should be paid to the determination of core employees should be along with the development of the enterprise and the market changes constantly, dynamic adjustment and optimization.3.2 Incentive theoryMotivation is a general term, is widely used for driving force, wishes, needs, wishes and similar forces of the whole class. In management, incentives is by some means or methods for organization members in a state of excitement and tension, positive action, and pay more time and energy, to achieve the organization's desired goal. Since the beginning of the 20th century, many management scientists, psychologists and sociologists have been studied from different angles on people implement effective incentive problems, and put forward many good incentive theory. According to the core of the incentive problem research, can reduce incentive theoryand divided into content motivation theory, process motivation theory, strengthening the incentive theory and comprehensive incentive theory etc.3.3 The psychological contract theoryPsychological Contract (The Psychological Contract) and been translated into The Psychological Contract, The current in The field of psychology research there are a lot of different understanding and explanation, has not yet formed a very authoritative and unified concept. Levinson regarded the concept of "psychological contract" as a kind of no written contract. According to Levinson's point of view, "psychological contract" relations between the employers and employees in the organization and the employee agree beforehand good implicit didn't say it to each other with their respective various expectations. Some expectations in consciousness clear (such as wages), and some expectation on the consciousness is vague, such as long-term expectations of promotion, etc.Famous American management psychologist cover (e. h. Stein) professor, psychological contract is "between the individual will be dedicated and desires to obtain, and the organization for personal expectations and provide a kind of coordination with the". It is not a tangible contract, but it does play a tangible contract again. Robinson (Robinson), and other people will be psychological contract is defined as between individuals and organizations, a certain period of time, certain circumstances a personal belief within the scope of the mutual expectations. That is to say, in the research of psychological contract is an expect of each other between people and organizations, as well as in different periods and different situations exist specifically belongs to the expectations of the faith, emphasizes the psychological contract is a kind of two levels of the each other between individuals and organizations. Above all, "psychological contract" to each other in the employment of the parties shall employ what should be a kind of subjective psychological agreement at the same time, the key components of convention is to employ the implicit unwritten mutual responsibility. This article USES the concept of "psychological contract", emphasizes the psychological contract of employees, namely from the perspective of employees unilateral responsibility and the responsibility of theemployees of the organization.文献出处：Markus H. The research of enterprise core staff incentive [J]. Across the Disciplines, 2016, 4(3):31-41.译文企业核心员工激励研究Markus H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。

员工激励的著作文献

员工激励的著作文献英文回答：The Significance of Employee Motivation in the Workplace.Employee motivation plays a crucial role in shaping the success of an organization. It directly impacts employee productivity, engagement, and retention, which in turn influences the overall organizational performance. Various theories and models have been developed over the years to understand and enhance employee motivation. Here are some notable works that have significantly contributed to this field of study:1. Maslow's Hierarchy of Needs: Proposed by psychologist Abraham Maslow, this theory suggests that human needs follow a hierarchical order, from basic physiological needs to self-actualization. As individuals fulfill their lower-level needs, they become motivated topursue higher-level ones.2. Herzberg's Two-Factor Theory: Psychologist Frederick Herzberg distinguished between hygiene factors (related to job dissatisfaction) and motivators (related to job satisfaction). Hygiene factors include salary, working conditions, and company policies, while motivators encompass achievement, recognition, and personal growth.3. Vroom's Expectancy Theory: Developed by Victor Vroom, this theory posits that motivation is influenced by an individual's beliefs about the relationship between effort, performance, and rewards. When employees perceive a clear link between their efforts and desired outcomes, they are more likely to be motivated.4. Equity Theory: Proposed by J. Stacey Adams, this theory suggests that employees are motivated to maintain a fair balance between their inputs (effort, skills, experience) and outcomes (rewards, recognition). Employees who perceive inequity may experience dissatisfaction and reduced motivation.5. Goal-Setting Theory: This theory emphasizes the importance of setting specific, challenging, and achievable goals. When employees have clear goals and feedback ontheir progress, they are more likely to be motivated and engaged in their work.6. Reinforcement Theory: Based on principles of operant conditioning, this theory states that positive reinforcement (rewards) and negative reinforcement (avoiding punishments) can shape behavior. Managers can use reinforcement techniques to encourage desired behaviors and increase employee motivation.7. Self-Determination Theory: Developed by Edward Deci and Richard Ryan, this theory focuses on the intrinsic motivation that arises from satisfying the needs for competence, autonomy, and relatedness. When these needs are fulfilled, employees experience greater motivation andwell-being.中文回答：员工激励著作文献。

员工激励问题及对策外文翻译文献

员工激励问题及对策外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Research direction: staff motivation problems andCountermeasures1. IntroductionAs recognized in the law (e.g., the Sarbanes-Oxley Act of 2002), professional risk frame-works (Committee of Sponsoring Organizations of the Treadway Commission [COSO] 1992,2004), auditing standards (American Institute of Certiﬁed Public Accountants [AICPA]2007; Public Company Accounting Oversight Board [PCAOB] 2007), accounting textbooks(Reding et al. 2007; Romney and Steinbart 2009), and management best practices (Merchantand Vander Stede 2007), formal controls serve a vital role in safeguarding a company’s operational processes, information, and assets and in providing reasonable assurance regard-ing the reliability of ﬁnanc ial reporting. Although critical to a company’s success, relatively little is understood about how and why speciﬁc types of formal control are effective.Prior research in accounting and economics examines how formal controls inﬂuence employee behavior,often ﬁnding that formal controls can have negative consequences,such as lower employee effort and ﬁrm proﬁt. Recently, research has begun to focus on how employees’ response to formal controls can be inﬂuenced by speciﬁc aspects of the imposed control (e.g., Christ, Sedatole, and Towry 2011). This study extends this line of research by providing evidence as to how and why two types of formal controls, preven-tive controls and detective controls, affect employee performance and motivation.Romney and St einbart (2009: 200) deﬁne preventive controls as controls that ‘‘deter problems before they arise’’ and detective controls as controls designed to ‘‘discover prob-lems after they occur’’. These types of formal controls differ in two fundamental ways.First, preventive controls restrict employees’ autonomy by prohibiting certain behaviors(e.g., employees cannot enter data or make a payment unless authorized to do so). Alter-natively, detective controls maintain the decision rights of employees and therefore do not limit their autonomy (Christ, Sedatole, Towry, and Thomas 2008). Second, the feedback provided by preventive controls is never delayed, whereas detective controls can provide immediate or delayed feedback. Importantly, companies can often choose to impose either preventive or detective controls to address the same control objective.For example, with respect to the expenditure cycle, different types of controls can be implemented to ensure that only authorized cash disbursements are made. Speciﬁcal ly,management could implement each of the following types of controls: (1) preventive: estab-lish authorization limits prohibiting employees from initiating disbursements above a pre-speciﬁed amount; (2) detective with immediate feedback: an alert is activ ated on an employee and ⁄ or supervisor’s computer monitor when a disbursement above a prespeciﬁed amount has been entered; or (3) detective with delayed feedback: a report of all disburse-ments over the prespeciﬁed amount is produced periodically (e.g., monthly). Our research examines differential costs and beneﬁts of these three types of controls, which should enable managers to make more informed control decisions.We examine several of the costs and beneﬁts of these types of formal controls in a set-ting in which management has implemented an incomplete contract. Speciﬁcally, one dimension of the employees’ responsibilities is directly compensated (i.e., compensated task dimension) and the other dimension is not compensated, but is subject to a formal control imposed by management (i.e., controlled task dimension).We examine the effects of for-mal control on the compensated and controlled dimensions of the task separately so that we can isolate formal control effects from the incentive contract effects.We rely on psychology research on salience, norms, and intrinsic motivation to form our predictions regarding how preventive and detective controls will affect employee per-formance and motivation. We expect that when a formal control is activated, i t willincrease the salience of the employee’s goal to comply with various goals of the organiza-tion for which s ⁄ he is not explicitly compensated, despite the fact that it may conﬂict with the employee’s goal to perform strongly on the compensated dimens ions of his ⁄ her task.We hypothesize that reductions in autonomy caused by a control and increases in the timeliness of control feedback will increase the salience of the control objective. Thus, we expect employees subject to preventive controls to exhibit stronger performance on the controlled dimension than employees in the other control conditions. Employees working in conditions with detective controls with immediate feedback should be the next best per-formers on the controlled dimension of the task followed by employees working in condi-tions with detective controls with delayed feedback and employees operating without controls, respectively.Motivational framing research further suggests that it is difﬁcult for individuals to have multiple (poten tially conﬂicting) goals ⁄ frames activated at the same time (Lindenberg2001). We therefore predict that when employees focus on the goal of performing well on the controlled task dimension, they will focus less on the goal to excel on other task dimensions (e.g., the compensated dimension in our study) and will consequently perform worse on those dimensions. This suggests a reverse order of how employees facing these control types will perform on the compensated dimension of the task relative to their per-formance on the controlled dimension.To test these predictions, we use a simpliﬁed data entry task in an experimental setting in which participants are ﬁnancially motivated to enter data as quickly as possible (com-pensated dimension). Importantly, participants are informed that the company values both data entry speed and accuracy. However, rather than also compensating participants for accuracy, the company implements a formal control to encourage accuracy (controlled dimension).Our results reveal that participants exposed to preventive controls or detective controls with immediate feedback perform signiﬁcantly better on the controlled dimension of the task (data entry accuracy) than participants in the detectivecontrol-delayed feedback con-dition. This suggests that the timeliness of control feedback is the salient feature inﬂuenc-ing performance. We do not ﬁnd differences in the overall performance on the compensated dimension (data entry speed), suggesting that explicit incentives still provide a powerful motivation despite the activation of formal controls directing attention to other dimensions of the task.In addition to examining how formal controls affect employee performance, we add to the growing literature on the unintended costs of formal controls by examining how different formal control types affect employees’ intrinsic motivation to perform the task. We expect that because preventive controls restrict autonomy, which likely will be perceived by employees as ‘‘controlling’’, they wil l be more detrimental to employees’ intrinsic motivation than detective controls. Consistent with our expectations, the results show that preventive controls signiﬁcantly reduce intrinsic motivation relative to both types of detective controls. This suggests that the extent to which formal controls restrict employees’ autonomy, and not the timeliness of the feedback they provide, inﬂuences employees’ intrinsic motivation to perform their responsibilities. Further, we conﬁrm results from prior research findi ng that lower intrinsic motivation leads to lower performance on all dimensions of the task.Taken together, our results suggest that detective controls that provide immediate feedback can be just as effective at producing high employee performance as preventive controls (and more effective than detective controls with delayed feedback or no controls),without causing a decrease in intrinsic motivation that is exhibited by employees subjected to preventive controls. Therefore, organizations can likely achieve many of their control objectives by increasing the timeliness of feedback from detective controls, without bearing the costs associated with preventive controls.This study provides several important practical and theoretical contributions. First,this study can inform practitioners, auditors, and regulators who design, implement, and evaluate formal controls about some of the potential costs and beneﬁts of various types of formal controls. Formal controls play a critical role in promoting efﬁciency,reducing risk of asset loss, ensuring the reliability of ﬁnancial statements, and promoting compliance with laws and regulations (COSO 1992). Our study suggests that practitioners can better achieve many of these control objectives by implementing formal controls that provide immediate feedback. Furthermore, this study suggests that formal controls which restrict employee autonomy reduce employees’ intrinsic motivation, and practitioners would there-fore benefit in many situations by implementing formal controls that provide immediate feedback but donot restrict user autonomy.Second, this study contributes to several streams of academic research on formal con-trols. To our knowledge, ours is the ﬁrst study to examine the differential impact of pre-ventive and detective controls on employee performance and motivation. Further, this study also contributes to a growing body of literature examining some of the unintended consequences of formal controls (e.g., Frey 1993; Das and Teng 1999; Tenbrunsel and Mes sick 1999; Christ et al. 2008; Tayler and Bloomﬁeld 2011).The remainder of the paper is organized as follows. Section 2 provides theoretical development of our hypotheses. In section 3 we describe our experiment. We provide our results in section 4 and conclude and describe potential avenues for future research in section 5.2. Literature review and hypotheses developmentClassiﬁcations and importance of formal controlsFormal controls can take many forms, including, but not limited to, policies and proce-dures, segregation of duties, performance-based compensation, supervisory reviews, com-puterized edit checks, and so on. Academics have developed a variety of control frameworks to classify the many different types of controls. Some focus on the object of control (e.g., behavior vs. output) (Merchant and Van der Stede 2007), while others focus on the control method (e.g., boundary systems, belief systems, etc.) (Simons 1990). How-ever, practicing accountants and auditors generally classify controls as preventive or detec-tive, based on how risk is mitigated (COSO 1992, 2004; AICPA 2007; PCAOB 2007).When determining the speciﬁc formal control type to implement, management would beneﬁt from understanding how different control types inﬂuence employee performance and motivation. Further, prior academic research reveals that formal controls often have unintended consequences, which can ultimately be detrimental to the organization (e.g.,Das and Teng 2001). Therefore, management should also consider the potential repercus-sions of their control design choices when designing formal controls.In this study, we examine a simpliﬁed work environment in which we manipulate the formal control type and measure employee performance and intrinsic motivation. Similar to the real world, we use a work environment in which management employs an incom plete contract (e.g., Williamson 1985; Ittner, Larcker, and Rajan 1997), using formal compensation contracts to encourage certain types of behavior while implementing form a controls to encourage other types of behavior. Thus, we examinehow different forma control types impact employees’ performance on both compensated and controlled dimensions of their responsibilities. The control environment used in our experiment is designed to isolate the effect of various formal control types from the effects of the incentive contract. Therefore, we explicitly do not compensate the employees based on all task dimensions, but rather allow the formal control to induce certain desired behavior.Effect of formal controls on controlled task dimensions Standard economic theory predicts that individuals are self-interested and therefore pri-marily motivated by explicit incentives. Following this logic, employees are expected to respond only to the ﬁnancial incentives described in their formal employment contract. However, a growing body of research on individuals’ preferences for social norms and sit-uational framing suggests that there are other ways to direct employees’ behavior towards the best interests of the organization (e.g., Evans, Hannan, Krishnan, and Moser 2001;Camerer and Fehr 2004; Osterloh and Frey 2004; Hannan 2005; Hannan, Rankin, and Towry 2006; Fischer and Huddart 2008).A substantial body of research has developed indicating that individuals are strongly motivated by stated goals and objectives (e.g., Locke, Shaw, Saari, and Latham 1981; Locke and Latham 1990; Locke 1996). Indeed, speciﬁc performance measures are incorpo-rated into employment contracts to align employ ees’ goals with the goals of the organiza-tion so that employees will focus their efforts on activities beneﬁting the organization (Farrell, Kadous, and Towry 2008). One reason goals provide such powerful motivation is that they can change the way a situation is framed. Lindenberg (2003) describes two frames linked to employees’ goals that, together, can provide strong governance: the gain frame and the normative frame. The gain frame relates to one’s goal to improve one’s resources (i.e., earn money). The normative frame is related to one’s goal to ‘‘act appropriately’’, which can be defined as adhering to institutionalized rules such as policies and pro-cedures (March and Olsen 1995). When an employee is faced with an explicit contracttying speciﬁc aspects of his ⁄ her performance to ﬁnancial incentives, it is likely that the gain frame will be dominant and any other goals will be secondary (Lindenberg 2003).However, individuals’ behavior can be redirected or refocused when a stimulus is intro-duced. In this paper, we argue that the activation of a formal control is such a stimulus.翻译：研究方向：员工激励问题及对策1.引言公认的法律(如。

《员工激励探析国内外文献综述3000字》

员工激励研究国内外文献综述1国外研究现状国外学者们关于激励的研究采用的是从不同角度出发，对研发人员的激励要素进行分析，本文对此进行了总结。

有学者将激励机制当中的各个要素结合起来，组成研究模型来对激励问题进行探讨。

Wang X J（2016）提出了创造性要素模型。

该模型由专业知识、创造性思维能力和内在激励组成。

内在激励对于促进专业知识和获取创造性思维能力有帮助"。

而反馈及时的外部激励则能积极促进创造性的产生。

Zhu H（2015）则是提出了以个体成长、工作自主、业务成就和金钱财富四个因素构成的知识型员工激励模型。

他认为个体成长是首要决定因素，其次是工作自主。

而业务成就和金钱财富的占比相对较低，由此推出工资福利对于知识型员工的激励来说并不是很重要。

Shogren J F（2018）基于马斯洛需求层次的理论构建出激励机制影响因素的模型，其中的因素包括薪酬保障、人际关系、自我实现三大方面。

Cox J C（2019）在对激励机制进行研究的时候，构建了一个包括个人因素、诱导因素、组织因素等方面因素在内的激励机制管理模型。

Bao L Y（2019）设计了《员工需要自我评价调查表》对员工的需要层次进行了广泛的调查研究，发现不同单位、职务因素、文化因素、年龄因素等在需要等级上存在不同，并由此构建了员工激励模型。

Zhang H J（2017）结合“综合激励模式理论”将各类激励理论综合起来，强调任务本身的内在激励作用，兼顾因完成任务而获取得外在奖酬所引起的激励等等。

Esmaieli M（2018）在前人研究的基础上围绕如何满足人的需求、需要进行研究，还从人的动机的产生到采取行动的心理过程入手，构建了基于激励的目的的研究模型。

还有的学者对激励机制的各个因素进行了分别研究，通过理论和实践分析了不同因素对于激励的影响。

Xie N（2016）等人对于台湾的高科技企业研发人员的激励进行了研究，其结论与玛汉.坦姆仆的相悖，认为激励因素中最重要的是物质激励。

《员工激励问题与完善研究国内外文献综述2600字》

员工激励问题与完善研究国内外文献综述1.国外研究综述国外动机研究相对较快。

Mass（1954）在动机与人格理论中指出了动机与人格的关系，指出，当人们满意时，我们才能发展到更高的层次。

弗雷德里克·赫茨伯格提出了工作动机的双因素理论。

它声称，我们必须首先从个人开始，调动他们的工作热情。

为了根据自己的具体工作内容充分发挥自己的能力，他必须找到一个对自己更有吸引力的地方。

员工最大的激励是企业的激励机制。

我对我的工作态度很满意。

这两种态度有很大区别。

对员工工作不满的主要因素是公司政策、公司内部监督机制和激励机制。

从理论上讲，这两个因素影响医疗和激励因素，两者都会影响员工的工作。

耶鲁大学的克莱顿·奥尔德教授在马洛理论的基础上提出了著名的ERG理论。

哈佛大学的大卫·麦克莱伦教授指出了绩效激励理论，并指出不同的人有不同的行为水平。

美国心理学家亚当斯就不公平报酬对劳动质量的影响提出了公平理论，并认为公平待遇对个人热情有显著影响。

美国心理学家Maslow（1943）的研究作品《人类激励理论》刚发行，立刻在社会上产生了很大的影响，它提出的人类需求层次的理论影响至今，在其理论中，将人的需求按照从低到高的次序分为以下五种：生理需求、安全需求、爱和归属需求、尊重需求、自我实现需求，只有满足了底层需求后，人们才会追求更高层次的需求。

在之后大量的激励问题分析和研究中，都是基于该理论，并且在进行该激励行为时，所遵循的理论就是人类激励理论。

美国心理学家Herzberg在此基础上，提出了双因素理论，并且在《工作的激励因素》一书中对该理论进行了更深入的分析。

研究者主要将激励因素分为两种类型：保健因素和激励因素，其中保健因素是指在员工的基本需求得以满足后，滋生出可以降低他们对工作满意度的因素；激励因素指的是可以提高职员对工作满意度的要素。

学者麦克利兰基于深入性和持续性的探究，提出成就需要理论，他认为在结构方面，人的需求具有主次层次性。

员工激励理论外文文献及翻译.

员工激励理论外文文献及翻译员工激励理论外文文献及翻译One-to-one-management companiesare run -- in a timely inversion of John Adams's ideal -- as organizations of men (and women), not of laws. Nonetheless, a few laws, or at least cultural traits, appear to govern many such organizations. Together those traits create an environment where employees' needs are known, sometimes anticipated, and served, justas customers' needs are known, sometimes anticipated, and served in CRM-focused organizations. What follows is a look at the rules by which one-to-one-management companies operate[2].3.2 It's All in the DetailHow do you build morale and a sense of corporate responsibility? In surprisingly small ways. Standing in the kitchen at Eze Castle Software, CEO Sean McLaughlin watches as one of his programmers sets milk and cookies on a table. It's 2:30 on a Wednesday afternoon. "Hang on, Parvathy," McLaughlin says to the employee as he opens the refrigerator door and pulls out an apple pie. "Put this out, too." When Parvathy is done in the kitchen, she flips some switches, andthe lights flicker all over the fifth floor. Almost instantly, programmers leave their cubicles and make a beeline for thekitchen.Then Parvathy jogs up a staircase and flashes the lights on the sixth floor. Account managers, salespeople, and assorted techies come downstairs and join their colleagues in the kitchen. When they arrive, McLaughlin is at the center of the steadily building crowd, dishing out the pie. Around him conversations spring up between colleagues who work in different departments. The topics range from work to social life to politics. Ten minutes later the lights flash again and it's back to work for the 90 employees in the Boston office of Eze.What's so remarkable about the staff of a developer of securities-trading software with $13 million in revenues taking daily milk-and-cookies breaks? Not much -- until you consider that the practice is part of a cultural shift engineered by the CEO, a shift that has profoundly changed the way he and his employees relate toone another. Perhaps more significant, the changes have affected how employees deal with the myriad little details that keep the six-year-old company grounded.原文请找腾讯3249114六-维^论,文.网Eze's transformation began last year, when McLaughlin realized to his chagrin that his once small and collegial company had -- because of accelerated growth -- begun acting like a large corporation. His employees no longer knew one another, and he himself was increasingly vague about who some of the new faces were. "In the early days I could get to know everyone," saysMcLaughlin.However, the CEO was most annoyed by the fact that his employees -- both old and new -- were beginning to behave with large-company sloppiness rather than with start-up frugality. "Back when we were small, if someone sent a FedEx, we all knew how much that was costing the company," McLaughlin says. He recalls noticing that things were changing when one employee approved paying a contractor $100 a month to water the company's five plants. Then there were rising charges from the company's Internet service provider because of excessive traffic on the corporate T1 line. The cause? Employees were downloading MP3 files to listen to music during the workday. It frustrated McLaughlin that employees weren't taking responsibilityfor their actions and for the ways in which those actions affected the company's bottom line[2].But last summer two things happened that spurred McLaughlin to make some changes.First, the Boston office lost both of its administrative assistants. One assistant quit and the other left a few weeks later. The two had stocked the supply room, sorted the mail, and welcomed visitors. The dual departures wreaked havoc. "The kitchen was out of milk, we didn't have any pens in the supply cabinet, the reception area looked like crap," McLaughlin says.Then came the World Trade Center attacks. Though McLaughlin had long been brooding on how to reverse Eze's fat-cat habits, he had yet to act. He says that 9-11, and the "what are my priorities" thinking it engendered, "created an environment where it was easy for me to initiate a change."The change he had in mind was inspired by a visit to his daughter's kindergarten class. There he saw how the teacher divided the cleanup tasks among the children by posting a rotating "chore wheel." McLaughlin thought the wheel was just the thing to clean up the mess and teach his employees a little corporate responsibility. But he also wanted to institute something that would help improve camaraderie. That's where another kindergarten institution, the milk-and-cookies breaks, came in. "I wanted to build relationships among the employees, to make them feel more company morale," he says.上一页[1] [2] [3] [4] [5] [6] [7] [8] [9] 下一页。

员工激励英文文献

员工激励英文文献Employee motivation plays a crucial role in enhancing productivity and performance within organizations. Numerous studies have been conducted to explore different strategies and techniques for motivating employees. This paper provides a summary of some relevant research articles on employee motivation and highlights key findings and recommendations.One study conducted by Locke and Latham (2004) examined the effectiveness of goal setting as a motivational tool. The researchers found that setting specific and challenging goals led to higher performance compared to easy or vague goals. They suggested that managers should actively involve employees in the goal-setting process and provide regular feedback and support to ensure goal attainment.In another study, Deci and Ryan (2000) investigated the impact of intrinsic and extrinsic motivation on employee engagement. They found that employees who were intrinsically motivated, i.e., driven by internal factors such as personal interest and satisfaction, were more engaged and performed better than those who were primarily motivated by external rewards. The researchers recommended that organizations foster intrinsic motivation by providing opportunities for autonomy, competence, and relatedness in employees' work.A study by Pink (2009) focused on the role of autonomy, mastery, and purpose in motivating employees. Pink argued that traditional extrinsic motivation methods, such as monetary rewards and external incentives, are not effective in driving creativity and innovation. Instead, he proposed that employees are motivated bythe desire for autonomy (the urge to direct their own work), mastery (the drive to improve and excel), and purpose (the sense that their work has meaning and contributes to something bigger). Pink recommended that organizations foster autonomy by providing employees with a certain degree of control over their work, promote mastery by offering opportunities for learning and skill development, and emphasize the purpose of employees' work.A study by Vroom (1964) introduced the expectancy theory of motivation, which suggests that individuals are motivated to exert effort based on their expectations of desired outcomes. Vroom proposed that three factors influence motivation: expectancy (belief that effort leads to performance), instrumentality (belief that performance leads to desired outcomes), and valence (value attached to the desired outcomes). Based on this theory, organizations should ensure that employees believe their efforts will result in desired outcomes, that there is a clear link between performance and rewards, and that the rewards offered are valued by employees.Finally, a study by Meyer and Allen (1991) examined the relationship between job satisfaction, organizational commitment, and motivation. They found that employees who are satisfied with their jobs and feel a strong commitment to their organization are more likely to be motivated and perform well. The researchers suggested that organizations should focus on improving job satisfaction and fostering a sense of commitment through fair treatment, supportive leadership, and opportunities for growth and development.In conclusion, employee motivation is a complex and multifaceted concept that requires attention from organizations. The reviewed studies highlight the importance of goal setting, intrinsic motivation, autonomy, mastery, purpose, expectancy, job satisfaction, and organizational commitment in motivating employees. These findings can serve as a valuable resource for managers and organizations seeking to develop effective strategies to enhance employee motivation and improve performance.。

如何激励员工英文作文

如何激励员工英文作文英文：Motivating employees is crucial for the success of any organization. As a manager, I believe that there are several ways to inspire and incentivize my team.Firstly, I believe in setting clear goals and expectations for my employees. This helps them understand what is expected of them and gives them a sense of direction. I also make sure to provide regular feedback and recognition for their hard work. This can be as simple as a verbal acknowledgement or a small token of appreciation.Secondly, I believe in creating a positive work environment. This includes fostering a culture of open communication and collaboration, as well as providing opportunities for growth and development. For example, I might offer training sessions or mentorship programs to help my employees improve their skills and advance in theircareers.Finally, I believe in offering tangible rewards and incentives for exceptional performance. This might include bonuses, promotions, or other perks like extra vacation time or flexible work arrangements.Overall, I believe that a combination of clear expectations, positive reinforcement, and tangible rewards can be highly effective in motivating employees and driving success.中文：激励员工对于任何组织的成功都至关重要。

员工激励机制外文翻译文献

员工激励机制外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Performance Appraisal as a Guide for Training and Development: A Research Note on the Iowa Performance Evaluation SystemBy Dennis Daley owa State UniversityThis paper examines one facet of performance appraisal-its use as a guide for the drafting of employee training and development plans. The scope is limited in that it excludes any consideration as to whether these plans are actually implemented. Our interest focuses only on the extent to which supervisors endeavor to assist employees in correcting orovercoming weaknesses and in enhancing or developing perceived strengths. The findings reported here are based on a 1981 monitoring of the performance appraisal system used by the State of Iowa.As civil service reform has been instituted in one jurisdiction after another in order to further assure objective, performance based personnel practices, performance appraisal has emerged as one of the key issues in the personnel management of the 1980s. This heightened sense of importance and seriousness has, in turn, led to a renewed interest in the study of the actual workings of performance appraisal systems.The uses to which performance appraisal can be put are myriad. The recent Civil Service Reform Act of 1978 serves as a model in this respect. Here we find enunciated what may be taken as the typical orientation toward the uses of performance appraisal, recommending that personnel managers and supervisors "use the results of performance appraisal as. a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees." Performance appraisal systems can also serve to validate personnel testing and selection procedures, although such systems are themselves also subject to affirmative action validation requirements.The economic recessions of the 1970s and 1980s have placed significant restraints on these uses, however. The imposition of hiring freezes, the diminishment of promotional opportunities, the advent of reductions-in-force, and the near abandonment of merit pay provisions by financially strapped governmental entities have contributed to the loss of enthusiasm for performance appraisal in many quarters. Under such circumstances, performance appraisal一limited in its use to the more negative functions of employee evaluation-takes on the dreaded image ascribed to them by Douglas McGregor (1957).In their search to salvage something positive from amidst thesecircumstances personnel specialists have alighted upon the use of performance appraisal as a guide for employee training and development. This offers them the opportunity of providing public employees with a service that employees view as beneficial. Although public employees have shown little confidence in specific performance appraisal systems or in the managerial abilities of those responsible for their implementation (McGregor, 1957; Levinson, 1976; Nalbandian,1981), they have tended to demonstrate a more favorable attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978;Cascio, 1982).This, of course, still poses a significant problem to a multipurpose system such as that found in the State of Iowa. Disenchantment or distrust with one aspect of the performance appraisal system may significantly contribute to the weakening of the entire evaluation system.THE IOWA PERFORMANCE EVALUATION SYSTEMIn all public service systems employees are evaluated periodically; most often this is done informally. The introduction of formal systems of performance appraisal, usually in addition to continued informal assessment, is a relatively recent event. Formal systems of performance appraisal are designed to provide a systematic and objective measure of individual job performance and/or potential for development.Although the use of formal performance appraisal in Iowa can be traced back at least to the early 1950s (limited, for the most part, to such rudimentary methods as the essay or graphic rating scale), these occurred within a fragmented setting. Individual departments and agencies retained descretion over the choice of such personnel practices until well into the 1960s.Under Governor Harold Hughes (1963一1969) a number of efforts were undertaken tostrengthen the executive. Among these reforms was the creation of the State Merit System of Personnel Administration, administered by the Iowa Merit Employment Department, in 1967. Even so, there were numerous exemptions limiting the extent of its coverage, both in terms of separate merit systems outside its jurisdiction and of patronage appointments. The executive reform movement was continued throughout the lengthy service of Governor Robert Ray (1969-1983). Strong executive support was placed behind the development of the personnel system. Governor Ray unsuccessfully advocated expanding the IMED jurisdiction through the elimination of the existing coverage exemptions and by integrating the separate merit systems into an executive personnel department. Notwithstanding the somewhat 1imited success of recent Iowa governors, the basis for a professionalized public service was established during those years.One reflection of this basis is the fact that the use of a statewide appraisal-by-objectives system was inaugurated in 1977. The implementation of this system followed the introduction of the management-by-objectives concept among a number of the larger state agencies.Since appraisal-by-objectives is a specific application or extension of the MBO approach, it was felt that by this means executive support for performance appraisal could be more readily obtained. It is known, of course, that the lack of managerial support is a significant contributing factor in the failure of many performance appraisal systems. The Iowa performance evaluation system is an ideal-typical descriptive example of the appraisal-by-objectives technique. The introduction of this approach in 1977 was accompained by a series of training sessions (Burke, 1977) and supported with supervisory and employee handbooks.However, training for new supervisors and periodic "refresher courses" appear to have been given a low priority in Iowa, as is generally the case in public sector personnel systems. Iowa's use of appraisal-by-objectives is designed as a participatory system. Employee participation is a hallmark found among most modern management approaches and has been linked to successful public sector performance appraisal systems (Lovrich, et al，1981).The Iowa performance evaluation process is initiated with joint completion of "Section A:Responsibilities and Standards/Results Expected" (also referred to as the "job description")by the supervisor and employee. This is the first of three sections included in the performante appraisal form/process. Section A is completed at the beginning of the annual appraisal period while sections B and C are written up at its conclusion. The employee is to be given prior notice of the conference and supplied copies of previous evaluation for use as guides. Eight to ten major responsibilities (four to five is the norm) are to be selected and， written down in a results-oriented format with specific standards by which the achievement of these results are to be measured. These individual responsibilities are weighted through the use of an additive formula which factors in the time spent on each task and the evaluation of its importance or the consequence of error (a five point Likert-type scale is used for both). The overall employee rating is the weighted average of these individual responsibility ratings(also based on a five point scale).In the event that these responsibilities need to be subject to modification due to changing circumstances, a new Section A would be prepared by the supervisor and employee. During the course of the evaluation period the supervisor is also encouraged to use a "critical incident" approach. Both formal (with written copy inserted into theemployee's file) and informal communications between employees and supervisors are encouraged. For negative incidents it is important that a record of corrective action be documented; employees must be notified if they are doing something wrong and the supervision must indicate how they can correct their behavior.At the end of the evaluation period, again following advanced notice, the employee and supervisor meet to discuss the employee's job performance in light of the responsibilities outlined in the employee's Section A. Worksheets are used at this meeting with a formal evaluation prepared only afterward. At this appraisal interview the supervisor discusses "SectionB: Performance Review/Rating" with the employee. Employees are also given the opportunity to formally comment on the final evaluation form. Historically only five percent do so,of which under two percent can be classified as negative comments."Section C: Summary of Total Job Performance and Future Performance Plans" is also completed at this time. Basically, this is an essay evaluation. The supervisor is provided the opportunity to list the employee's "areas of strength- and those "areas needing improvement." In the latter instances "training and developmental plans" for correcting these are supposed to be filed.DATA COLLECTIONIn conjunction with its implementation efforts the Iowa Merit Employment Department engaged in a two-year monitoring of its appraisal-by-objectives evaluation system. The results of this monitoring project, involving the sampling of performance appraisals submitted in between July 1978 and December 1979, were reported to state officials in January 1980.The first monitoring project led to a number of minor changes in the performance evaluation system. For most part thesemodifications represented "word changes;" e.g., instead of listing"employee weaknesses," "areas needing improvement" were prescribed.This study is based on the results of a second monitoring project conducted by the IMED.The questions addressed in this study were, in part, raised by the first monitoring project.While the first monitoring focused primarily on the basic or general implementation of the performance evaluation system (i.e., was there compliance with the mandated requirements?), the second is more concerned with how well it is working. The format used here is that of "action research" or "troubleshooting" (Starling, 1979, pp. 495一514; Rossi and Freeman, 1982). IMED staff served as judges who assessed the qualitative aspects of performance appraisals. A stratified approach to sampling was employed in order to assure that sufficient supervisory, professional and managerial appraisals were included. The resultant data base consisted of 535 performance appraisals submitted between July and December of 1981.DATA ANALYSISThe primary results assessing how well Iowa's performance appraisal system is working are reported elsewhere (Daley, 1983). This paper focuses only on those aspects related to the specification of training and development plans.Because Iowa employs a multipurpose approach in the use of performance appraisals it is hardly surprising that there are many instances, 43 percent of those monitored, in which no training and development are specified. This, however, poses the task of somehow separating the cases in which training plans should most definitely be present.A supervisor may choose to list training and development plans for three reasons. First,unrelated to any individual strengths or weaknesses, he may choose to use this performance appraisal section as a memo or reminderof a training activity which all employees are routinely given. The inclusion of such activities in an "official" performance appraisal may serve to provide added political weight in order to insure their being performed; it is all to easy amidst the pressing, day-to-day concerns of administrative firefighting to let training and development activities slide off the edge.Second, supervisors may choose to promote employee development. They may either pickup on some strength an individual already possesses or for which he may have an aptitude and attempt to polish, refine, or enhance those skills. While this is not an automatic relationship, not all "strengths" would require additional or follow-up training, it is important for both organizational and individual well-being. Obviously, such activities benefit the organization by increasing its administrative or technical capacity. One can also expect that the individual employee benefits through material rewards and/or enhanced self-esteem. As such, this represents one of the positive uses to which performance appraisal can be put.Hence, it has an added importance.Finally, training plans should be specified in those instances in which a supervisor notes that an employee "needs improvement." As such remarks may become the basis for an adverse personnel action (reassignment, reduction in grade, removal, etc.) it is legally incumbent that the state demonstrate that it has made a good faith effort to correct such deficienties. Due process demands that public employees not be dealt with a "star chamber" fashion.An employee cannot be expected to correct inadequate work behaviors if he is neither told that they are inadequate nor, it told, not instructed or assisted in how to correct them.In monitoring Iowa's performance appraisals room was allowed to record up to three "strengths" and "areas needing improvement" for each employee. Supervisors tended to list employee strengths twice as often as theydetailed areas needing improvement (1223 to 506),and as one would expect there is a pronounced tendency to note both strengths and areas needing improvement vis-a-vis individual employees (58 percent of the monitored appraisals combine both strengths and areas needing improvement).A count of the number of listed strengths and areas needing improvement was made use of (zero to three for each variable) in analyzing this data. While this fails to measure the importance or significance of each strength or area needing improvement, it was felt that in some way the number of such instances would be related to or a rough indicator of the overall seriousness underlying the specification or training plans (i.e., as the number of instances increased so would the need for a training plan to be specified).Furthermore, training plans were judged not only as to their existence but also as to whether they were deemed to represent a "poor" or "good" relationship between the plan and the listed strengths and areas needing improvement. The nature of this relationship may also be interpreted in terms of partial or full compliance. "Good" plans would be seen as following-up on the listed strengths and/or areas needing improvement and, hence, as complying with the personnel system's intention to use performance appraisals as a guide for training and development.In addition to the above analysis the count of strengths and areas needing improvement were also compared to the rounded performance ratings given to each individual. It was felt that there should be evidence here, too, albeit tangential in nature, of a relationship; those employees garnering more mentions of strengths and/or of fewer areas needing improvement should possess higher ratings.译文：激励是人力资源管理的核心。

员工激励外文翻译文献

文献信息：文献标题：EMPLOYEE MOTIVATION IN THE COMPANY. STUDY CASE（企业员工激励.案例研究）国外作者：Cristian Valentin HAPENCIUC，Andrei-Alexandru MOROŞAN 文献出处：《The Annals of The "Ştefan cel Mare" University of Suceava》, 2010字数统计：英文2105单词，11151字符；中文3612汉字外文文献：EMPLOYEE MOTIV ATION IN THE COMPANY.STUDY CASEAbstractA firm’s performance is in a direct link with the resources it involves, namely material, financial and human resources. If in the case of the material and financial resources the diagnosis and improvement processes are relatively simple, the human resources imply more complex issues. The first condition for a firm to obtain performance (in terms of human resources) is recruiting staff with appropriate qualifications. But conforming to this criterion does not lead automatically to the elimination of human resources issues. Currently, the vast majority of firms employ qualified personnel with experience in the field, yet many of them record an inadequate performance in human resources. This is due to staff motivation. In addition to employing qualified personnel with experience it is necessary that it be motivated adequately. But motivation can be achieved through a variety of forms, salary bonuses and benefits such as cell phones, cars, products at promotional prices, program flexibility and more, all having a different impact.This article explores the effectiveness of various manifestations of motivation,trying to determine its optimum structure. For this purpose an analysis was made of a firm that obtained a significant improvement in performance, while maintaining material and financial resources constant. The company applies many ways to motivate staff, so it was possible to analyze the impact of each one. Following this analysis an indicative hierarchy of motivational methods was created. The results of this study can be used and adapted in any companies that want to improve the quality of their human resources.Keywords: human resources, motivational methods, personnel, motivation, motivation structureINTRODUCTIONMotivation is defined as the action of orienting ones behavior to a specific goal. There are a lot of theories that try to explain, how and why motivation function as is does. The simplest explication of how motivation functions is “the need to minimize physical pain and maximize pleasure”, there are a lot of needs that may act as a motivator (e.g. eating, resting, or a desired object, hobby, goal, state of being, ideal). Other theories attribute motivation to less- apparent reasons such as altruism, selfishness, morality, or avoiding mortality. (Seligman M, 1995)INCENTIVE THEORYThis theory is one of the oldest, and it states that presenting a reward (tangible or intangible) after the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. (Maslow A., 1970).The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for longer ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit. (Goldthorpe, J.H. and others, 1968)This theory depicts motivation as a very simple process, but in reality there are alot of factors that influence it. There are a lot of motivational techniques and it is hard to decide which one is the optimum for a given situation. (Kerr S., 1995)EMPLOYEE MOTIV ATIONOne of the most important uses of motivation is in a company. Organizations employ workers to perform certain tasks; these workers need to be motivated in order to perform their tasks with maximum productivity. The traditional motivator for a worker is his salary, but in many cases that isn`t enough. Companies use a lot innovating tactics to keep their productivity at a maximum level. Some of them imply material rewards, others imply psychological motivators. ( Weightman, J., 2008) Analyzing from the perspective of the motivational factor we can speak of two types of motivation:• Intrinsic motivation is generated by a factor that comes from within the subject (beliefs, feeling that what he does is important, modality, the perspective of learning something new).• Extrinsic motivation is generated by a factor that comes from the exterior (e.g. salary, material rewards, good reviews). (Lepper, M.R. and others, 1973)A very important theory in the field of motivation is Maslow`s pyramid. In his work Maslow has created a hierarchy of needs felt by an individual (Maslow A., 1970) . At the base of his pyramid Maslow put physiological needs; for an individual found under their constraint money is a perfect motivator. But after these need are satisfied the individual will advance on Maslow`s hierarchy and his needs will change, this implies the fact that the motivator will change as well ( Goldthorpe, J.H. and others 1968). At higher levels of Maslow`s pyramid, are placed needs that are satisfied with praise, respect, recognition and empowerment, money having a small impact. ( Steinmetz, L., 1983).EXPERIMENTSGiven the extremely important functions played by motivation and its complexity, over time there have been a lot of researches and experiments. One of theseexperiments was made by Sam Gluxberg. Gruxberg determined from this experiment that extrinsic motivations (such as material rewards), put pressure on individuals, having negative effects on creativity. For tasks whose solution is obvious extrinsic motivations are working as they should increasing performance, but for tasks whose solution is more complex, extrinsic motivation backfires, having negative effects on performance.Given Gluxberg conclusions in 2005 a team of researchers from Massachusetts Institute of Technology, led by D. Arily conducted a similar experiment. The MIT researchers conclusions were similar. Some researchers suggested moving the experiment to another country, where the standard of living would be lower, this suggestion being made on the basis that the U.S. standard of living is quite high and extrinsic motivations (such as material rewards) have lost some of their effect. As a result a set of research was conducted in India, a country with a low living standard and a sum of money which is irrelevant to an American, is significant for an Indian. In India the results of the experiment were identical to those in the U.S.. Therefore it is not a question of living standards. The conclusion of the two experiments is that if the task is complex the motivation uses must be intrinsic (within the employee) and if the task is simple the motivation uses must be extrinsic. But this conclusion is lacking applicability. It is hard to believe that an employee operating only on intrinsic motivation will perform tasks in the interest o a company for a period of time. In order to prove this point of view we take a look at Malov`s theory.According to Maslow's pyramid individuals will be motivated in the first phase of basic needs (needs such as food, clothing, security), those on the first two levels of his pyramid. Only after these two needs will be satisfied they can advance. In an attempt to meet these two basic needs, individuals will be attracted to extrinsic motivations. Later, after satisfying the first two levels, they will advance. Only in this second phase they will present a greater openness to intrinsic motivation. It is worth mentioning that in this second phase they will have to maintain the first two needs at an optimum level of satisfaction, therefore they will maintain a certain sensibility to extrinsic motivation (Maslow A., 1970). Gluxberg used in the experiment subjects,who most likely had past the first three levels of the pyramid, therefore they were not affected by strong constraints such as lack of food or security.If we were to superpose the two theories, that of Maslow and Gluxberg we get a more complex scenario, which would be more realistic. Individuals in the first phase will be very sensitive to extrinsic motivations, once these needs on the first level of Maslow's pyramid are met, their sensitivity will change to intrinsic motivation (this sensitivity will vary in direct proportion to the level attained in the hierarchical pyramid). But after this shift, the sensitivity for intrinsic motivation will vary depending on the complexity of tasks individuals have to perform. A graphical representation is depicted in graph 1 and graph 2.Also, an employee can carry out activities with a medium or high level of creativity only when his needs are located at least at the third level (or higher) on Maslow's pyramid. In the motivation process it is very important to take into account the specific work undertaken. Employees are extrinsically motivated (rewards) and for those carrying out a complex task which requires cognitive and creative functionsit is recommended the use of intrinsic motivation, extrinsic showing multiple limitations. Gluxberg's conclusion is a bit naive and inappropriate application (for cognitive and creative activities to relate to intrinsic motivation, extrinsic ones having a negative effect), but combined with Maslow's theory, it takes on a new dimension that can have great practical utility.STUDY CASETo demonstrate the functionality of the above principles, we conducted a study on a company with 60 employees. We chose a company that has two divisions: automotive service (35 staff) and an auto sales (25 employees), the choice was based on the consideration that the service division performs tasks does not require much cognitive and creative functions (vehicle diagnoses being provided by a computer, other operations being described by the vehicle service manual), and the sales unit witch perform opposite task, they must be very creative in direct marketing, addressing customers so as to persuade them to opt for products distributed by the company. Another consideration on which this company was chosen is the forms of motivation applied. In table 1 these forms of motivation are enumerated.It is worth mentioning that the company allocates similar resources for the two forms of motivation (graph 3).Within this company a survey was conducted among all employees, trying to determine the effectiveness of various forms of motivation. Employees were applied a questionnaire which contained several questions, one section include a list of all forms of motivation applies, they were asked to tick a degree of effectiveness for etch one, from their point of view. The results of this query support Gluxberg theory, the employees from the sales department have agreed intrinsic motivation is more effective than extrinsic motivation, while those in the service department had a reverse reaction.If we were to relate only to Gluxberg`s theory the general motivation of employees from this company should be low, due to the fact that this company applies the two forms of motivation equally. But the same survey also had a section to quantify the overall motivation of employees (graph 4).As shown, Gluxberg`s theory is not valid in practice. The experiment studiedmotivation isolated from other factors. If we were to relate the conclusions derived from overlapping Gluxberg with Maslow's theory, the results are validated. The company applies the two forms of motivation (approximately equal) and obtains a relatively good motivation (approximately 75% of employees).As a possibility of improving employee motivation in this company, it is recommended to easily apply the two forms of motivation distinct among the two divisions (graph 5). It's hard to say which would be optimal; it must be found by repeated tests.CONCLUSIONSThe results of a series of experiments conducted under controlled conditions are not always appropriate to be applied in practice, these experiments provide very important contributions, but they should be correlated with both existing theory and the issues identified in the companies. Gluxberg's experiments have made very important contributions on forms of motivation that should be applied in modern society. But, the solutions given by his experiments, can`t be applied in practice, they are not taking into account all the factors that act on an employee. If his conclusions are related to existing theory they become feasible, consequently, suited to the situation found in companies. Managers must take into account the situation of employees, the needs that they show (placing them on a certain level of Maslow's pyramid), but also the specific work performed by them (involving cognitive and creative activities or not). Following these findings, managers are able to identify thepredominant form of motivation recommended for their company. And then through successive adjustments to identify the optimal point (these adjustments are necessary, because economic theory provides an indicative distribution, every company and every employee has certain features that are hard to take into account).中文译文：企业员工激励.案例研究摘要企业的绩效与其涉及的资源，即物质、财务和人力资源直接相关。

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：Employee Motivation: A Powerful New ModelBy Nitin Nohria, Boris Groysberg & Linda-Eling LeeHow to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always compare themselves with others), and it was difficult to satisfy (we always want more).Combination: Many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. "Driving", people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the "fight but fled" basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.Reward System: "gain" the most easily through the organization of driving system of rewards. Of course, it also depends on the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.Culture: If it meet the "combination" force among employees, cultivating strong friendship, the most effective way is to establish a promote teamwork, cooperation, open and friendly culture.Post designing: It is satisfied with “understanding” force that it is the optimal way to design a meaningful and have fun and challenging positions.Performance management and resource allocation process fairness, credible, transparent, performance management and resource allocation process, help satisfy people's "defensive driving".In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole company boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.Copyright © 2008 Harvard Business School Publishing Corporation. All rights reserved.Talent "flow" and "left"By Peter Cappelli 2003-05-01For other company employees openly, it rarely occur in the past, but now it is already used the enterprise. The rapidly changing demands of the market rapidly changing constantly updated the organization. However, no one is willing to see his talent was away. Once the excellent employees leave, the enterprise will hit. If hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. Now, we have a choice: that is attractive to market-oriented strategy. This strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.Today, many enterprises in staff loyalty are dependent on salary, but many attractive salary is a kind of mechanism. Other personnel loss can be used to reduce the method is: the post to design - the United States through the heavy UPS tedious work load from the driver package for other employee, stripping there was more to keep the driver, To cultivate employees work or specific project team loyalty, Hire skills in talent market demand is not high on the staff, The staff in the work place much temptation job-hopping, And other companies to provide staff into pairs across the company's career path. If there is no way to prevent loss of personnel, the enterprise can also use outsourcing, strengthen job, workwill hire employees and standardization, cross training around theshort-term organizational work, etc.If the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are more like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.Copyright © 2003 Harvard Business School Publishing Corporation. All rights reserved.Let who evaluate staffBy Frederick F. Reichheld & Paul Rogers 2005-11-01In the era of wooden, transport and the crew that recruits the appropriate command them to the same direction with traces the OARS will not be easy. In the past, the captain of the common approach is waving the whip crew. Now, in this business, enterprise how to motivate employees when?Recently, in order to solve the problem of all kinds of organization is a constant headache, some companies began to staff’s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. These examples:In the enterprise, the branch managers, employees want to get promotion, they belong to the service quality team to achieve or exceedthe average company, or any single people could not get a promotion. This company USES the performance index called "enterprise rental company service quality index", its meaning for customer service in asking whether satisfaction, what percentage of people playing a full five points.Applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. If managers can successfully hold the top 80% of the employee performance, it can obtain the reward. If the 20% of employees for worst performance, the managers will not be punished accordingly.Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved.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。

员工激励机制外文翻译文献

员工激励机制外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Performance Appraisal as a Guide for Training and Development: A Research Note on the Iowa Performance Evaluation SystemBy Dennis Daley owa State UniversityThis paper examines one facet of performance appraisal-its use as a guide for the drafting of employee training and development plans. The scope is limited in that it excludes any consideration as to whether these plans are actually implemented. Our interest focuses only on the extent to which supervisors endeavor to assist employees in correcting orovercoming weaknesses and in enhancing or developing perceived strengths. The findings reported here are based on a 1981 monitoring of the performance appraisal system used by the State of Iowa.As civil service reform has been instituted in one jurisdiction after another in order to further assure objective, performance based personnel practices, performance appraisal has emerged as one of the key issues in the personnel management of the 1980s. This heightened sense of importance and seriousness has, in turn, led to a renewed interest in the study of the actual workings of performance appraisal systems.The uses to which performance appraisal can be put are myriad. The recent Civil Service Reform Act of 1978 serves as a model in this respect. Here we find enunciated what may be taken as the typical orientation toward the uses of performance appraisal, recommending that personnel managers and supervisors "use the results of performance appraisal as. a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees." Performance appraisal systems can also serve to validate personnel testing and selection procedures, although such systems are themselves also subject to affirmative action validation requirements.The economic recessions of the 1970s and 1980s have placed significant restraints on these uses, however. The imposition of hiring freezes, the diminishment of promotional opportunities, the advent of reductions-in-force, and the near abandonment of merit pay provisions by financially strapped governmental entities have contributed to the loss of enthusiasm for performance appraisal in many quarters. Under such circumstances, performance appraisal一limited in its use to the more negative functions of employee evaluation-takes on the dreaded image ascribed to them by Douglas McGregor (1957).In their search to salvage something positive from amidst thesecircumstances personnel specialists have alighted upon the use of performance appraisal as a guide for employee training and development. This offers them the opportunity of providing public employees with a service that employees view as beneficial. Although public employees have shown little confidence in specific performance appraisal systems or in the managerial abilities of those responsible for their implementation (McGregor, 1957; Levinson, 1976; Nalbandian,1981), they have tended to demonstrate a more favorable attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978;Cascio, 1982).This, of course, still poses a significant problem to a multipurpose system such as that found in the State of Iowa. Disenchantment or distrust with one aspect of the performance appraisal system may significantly contribute to the weakening of the entire evaluation system.THE IOWA PERFORMANCE EVALUATION SYSTEMIn all public service systems employees are evaluated periodically; most often this is done informally. The introduction of formal systems of performance appraisal, usually in addition to continued informal assessment, is a relatively recent event. Formal systems of performance appraisal are designed to provide a systematic and objective measure of individual job performance and/or potential for development.Although the use of formal performance appraisal in Iowa can be traced back at least to the early 1950s (limited, for the most part, to such rudimentary methods as the essay or graphic rating scale), these occurred within a fragmented setting. Individual departments and agencies retained descretion over the choice of such personnel practices until well into the 1960s.Under Governor Harold Hughes (1963一1969) a number of efforts were undertaken tostrengthen the executive. Among these reforms was the creation of the State Merit System of Personnel Administration, administered by the Iowa Merit Employment Department, in 1967. Even so, there were numerous exemptions limiting the extent of its coverage, both in terms of separate merit systems outside its jurisdiction and of patronage appointments. The executive reform movement was continued throughout the lengthy service of Governor Robert Ray (1969-1983). Strong executive support was placed behind the development of the personnel system. Governor Ray unsuccessfully advocated expanding the IMED jurisdiction through the elimination of the existing coverage exemptions and by integrating the separate merit systems into an executive personnel department. Notwithstanding the somewhat 1imited success of recent Iowa governors, the basis for a professionalized public service was established during those years.One reflection of this basis is the fact that the use of a statewide appraisal-by-objectives system was inaugurated in 1977. The implementation of this system followed the introduction of the management-by-objectives concept among a number of the larger state agencies.Since appraisal-by-objectives is a specific application or extension of the MBO approach, it was felt that by this means executive support for performance appraisal could be more readily obtained. It is known, of course, that the lack of managerial support is a significant contributing factor in the failure of many performance appraisal systems. The Iowa performance evaluation system is an ideal-typical descriptive example of the appraisal-by-objectives technique. The introduction of this approach in 1977 was accompained by a series of training sessions (Burke, 1977) and supported with supervisory and employee handbooks.However, training for new supervisors and periodic "refresher courses" appear to have been given a low priority in Iowa, as is generally the case in public sector personnel systems. Iowa's use of appraisal-by-objectives is designed as a participatory system. Employee participation is a hallmark found among most modern management approaches and has been linked to successful public sector performance appraisal systems (Lovrich, et al，1981).The Iowa performance evaluation process is initiated with joint completion of "Section A:Responsibilities and Standards/Results Expected" (also referred to as the "job description")by the supervisor and employee. This is the first of three sections included in the performante appraisal form/process. Section A is completed at the beginning of the annual appraisal period while sections B and C are written up at its conclusion. The employee is to be given prior notice of the conference and supplied copies of previous evaluation for use as guides. Eight to ten major responsibilities (four to five is the norm) are to be selected and， written down in a results-oriented format with specific standards by which the achievement of these results are to be measured. These individual responsibilities are weighted through the use of an additive formula which factors in the time spent on each task and the evaluation of its importance or the consequence of error (a five point Likert-type scale is used for both). The overall employee rating is the weighted average of these individual responsibility ratings(also based on a five point scale).In the event that these responsibilities need to be subject to modification due to changing circumstances, a new Section A would be prepared by the supervisor and employee. During the course of the evaluation period the supervisor is also encouraged to use a "critical incident" approach. Both formal (with written copy inserted into theemployee's file) and informal communications between employees and supervisors are encouraged. For negative incidents it is important that a record of corrective action be documented; employees must be notified if they are doing something wrong and the supervision must indicate how they can correct their behavior.At the end of the evaluation period, again following advanced notice, the employee and supervisor meet to discuss the employee's job performance in light of the responsibilities outlined in the employee's Section A. Worksheets are used at this meeting with a formal evaluation prepared only afterward. At this appraisal interview the supervisor discusses "SectionB: Performance Review/Rating" with the employee. Employees are also given the opportunity to formally comment on the final evaluation form. Historically only five percent do so,of which under two percent can be classified as negative comments."Section C: Summary of Total Job Performance and Future Performance Plans" is also completed at this time. Basically, this is an essay evaluation. The supervisor is provided the opportunity to list the employee's "areas of strength- and those "areas needing improvement." In the latter instances "training and developmental plans" for correcting these are supposed to be filed.DATA COLLECTIONIn conjunction with its implementation efforts the Iowa Merit Employment Department engaged in a two-year monitoring of its appraisal-by-objectives evaluation system. The results of this monitoring project, involving the sampling of performance appraisals submitted in between July 1978 and December 1979, were reported to state officials in January 1980.The first monitoring project led to a number of minor changes in the performance evaluation system. For most part thesemodifications represented "word changes;" e.g., instead of listing"employee weaknesses," "areas needing improvement" were prescribed.This study is based on the results of a second monitoring project conducted by the IMED.The questions addressed in this study were, in part, raised by the first monitoring project.While the first monitoring focused primarily on the basic or general implementation of the performance evaluation system (i.e., was there compliance with the mandated requirements?), the second is more concerned with how well it is working. The format used here is that of "action research" or "troubleshooting" (Starling, 1979, pp. 495一514; Rossi and Freeman, 1982). IMED staff served as judges who assessed the qualitative aspects of performance appraisals. A stratified approach to sampling was employed in order to assure that sufficient supervisory, professional and managerial appraisals were included. The resultant data base consisted of 535 performance appraisals submitted between July and December of 1981.DATA ANALYSISThe primary results assessing how well Iowa's performance appraisal system is working are reported elsewhere (Daley, 1983). This paper focuses only on those aspects related to the specification of training and development plans.Because Iowa employs a multipurpose approach in the use of performance appraisals it is hardly surprising that there are many instances, 43 percent of those monitored, in which no training and development are specified. This, however, poses the task of somehow separating the cases in which training plans should most definitely be present.A supervisor may choose to list training and development plans for three reasons. First,unrelated to any individual strengths or weaknesses, he may choose to use this performance appraisal section as a memo or reminderof a training activity which all employees are routinely given. The inclusion of such activities in an "official" performance appraisal may serve to provide added political weight in order to insure their being performed; it is all to easy amidst the pressing, day-to-day concerns of administrative firefighting to let training and development activities slide off the edge.Second, supervisors may choose to promote employee development. They may either pickup on some strength an individual already possesses or for which he may have an aptitude and attempt to polish, refine, or enhance those skills. While this is not an automatic relationship, not all "strengths" would require additional or follow-up training, it is important for both organizational and individual well-being. Obviously, such activities benefit the organization by increasing its administrative or technical capacity. One can also expect that the individual employee benefits through material rewards and/or enhanced self-esteem. As such, this represents one of the positive uses to which performance appraisal can be put.Hence, it has an added importance.Finally, training plans should be specified in those instances in which a supervisor notes that an employee "needs improvement." As such remarks may become the basis for an adverse personnel action (reassignment, reduction in grade, removal, etc.) it is legally incumbent that the state demonstrate that it has made a good faith effort to correct such deficienties. Due process demands that public employees not be dealt with a "star chamber" fashion.An employee cannot be expected to correct inadequate work behaviors if he is neither told that they are inadequate nor, it told, not instructed or assisted in how to correct them.In monitoring Iowa's performance appraisals room was allowed to record up to three "strengths" and "areas needing improvement" for each employee. Supervisors tended to list employee strengths twice as often as theydetailed areas needing improvement (1223 to 506),and as one would expect there is a pronounced tendency to note both strengths and areas needing improvement vis-a-vis individual employees (58 percent of the monitored appraisals combine both strengths and areas needing improvement).A count of the number of listed strengths and areas needing improvement was made use of (zero to three for each variable) in analyzing this data. While this fails to measure the importance or significance of each strength or area needing improvement, it was felt that in some way the number of such instances would be related to or a rough indicator of the overall seriousness underlying the specification or training plans (i.e., as the number of instances increased so would the need for a training plan to be specified).Furthermore, training plans were judged not only as to their existence but also as to whether they were deemed to represent a "poor" or "good" relationship between the plan and the listed strengths and areas needing improvement. The nature of this relationship may also be interpreted in terms of partial or full compliance. "Good" plans would be seen as following-up on the listed strengths and/or areas needing improvement and, hence, as complying with the personnel system's intention to use performance appraisals as a guide for training and development.In addition to the above analysis the count of strengths and areas needing improvement were also compared to the rounded performance ratings given to each individual. It was felt that there should be evidence here, too, albeit tangential in nature, of a relationship; those employees garnering more mentions of strengths and/or of fewer areas needing improvement should possess higher ratings.译文：激励是人力资源管理的核心。

浅谈私营企业员工激励机制外文参考文献译文及原文doc

浅谈私营企业员工激励机制外文参考文献译文及原文doc 本科毕业设计:论文) 外文参考文献译文及原文学院经济管理学院专业___________ 工商管理年级班别 _________学号 _______________ 学生姓名 _____________指导教师 ______________2007年6月15日外文翻译译文1员工激励完善员工激励和增强的原则本文提供了一种结构及小费营造雇员的动机调查问卷还有员工激励原则和授权组织。

参见个人的动机相关理论文章。

这个组织的动机是文章发动机专家和作家帕尔宰提供的,这篇文章受到了普遍公认。

领导免费测试,也可以用来测试你的领导能力,并作为一项问卷/调查去评估经理和管理人员的领导能力,激励能力和效力。

雇员的动机或问卷调查。

调查人员通常都是非常有助于建立员工是否在你的公司有积极性,因此表现最佳效果。

除资料之外,问卷调查显示,参与的过程和咨询人员,是十分有益和激励自己的权利,:见“霍燊效应”:。

当你的调查将独有贵公司,你的人事问题,你的工业和文化,一些有用的通用准则,适用于大多数情况。

尽管不是面面俱到,以下的十点,可以帮助你弥补相关学利?领域,并有助于确立事实,而不是在激励员工,设计自己的问卷时进行的假设激励。

对员工激励十大要诀问卷1、什么是你的公司的主要目的,如果他们了解你的生意主要的目的。

你的员工可以更主动。

问到他们如何明确建立公司的原则,优先和使命。

2、什么障碍阻止员工表演的最佳效果,问卷对员工激励应包括:在工作和家庭生活,什么是员工能够忍受的,以达到该公司可以消除动机的实际。

3、真正激励你的员工,人们常常假定所有的人都出于同样的事情。

其实,我们的动机是一系列因素。

问题包括什么是真正激励员工,也包括了解他们自己的价值观。

他们是否在金钱上的报酬,地位,赞美与感激,竞争,就业保障,公众识别,恐惧,完美主义, 结果……得到激励。

4、员工感到授权,让你的员工对工作进行选择:让他们有自主权,让他们自己能够解决办,还是给他们发一个任务清单,并进行简单地告诉它们做什么,5、公司最新变化的公司,是否影响了激励,如果贵公司已裁员实行招聘或丢失了一些重要人物,这对激励一定影响。

激励奖励员工英文作文

激励奖励员工英文作文英文：Motivating and rewarding employees is a crucial aspectof any successful organization. As a manager, it is my responsibility to ensure that my team members feel valued and appreciated for their hard work and contributions.One way to motivate and reward employees is through recognition programs. This can include employee of the month awards, certificates of achievement, or even a simple shout-out during team meetings. Recognizing employees for their efforts not only boosts morale, but also encourages them to continue working hard and striving for success.Another effective way to motivate and reward employeesis through incentives. This can include bonuses, promotions, or even extra vacation days. Offering incentives not only shows employees that their hard work is appreciated, butalso encourages them to go above and beyond in their roles.It is important to note that motivating and rewarding employees is not a one-size-fits-all approach. Each team member is unique and may respond differently to different types of motivation and rewards. As a manager, it is important to get to know each team member and tailor incentives and recognition programs to their individual needs and preferences.In addition to formal recognition programs and incentives, simply showing appreciation and gratitude on a daily basis can go a long way in motivating and rewarding employees. A simple thank you or a pat on the back can make all the difference in how an employee feels about their job and their contributions to the organization.中文：激励和奖励员工是任何成功组织的重要方面。

员工激励英文作文

员工激励英文作文Title: Employee Motivation: Key Strategies for Success。

Employee motivation is an essential factor in the success of any organization. Motivated employees tend to be more productive, engaged, and committed to achieving the company's goals. Therefore, it is crucial for employers to implement effective strategies to inspire and incentivize their workforce. In this essay, we will explore various methods and techniques for motivating employees in the workplace.First and foremost, recognition and appreciation play a significant role in motivating employees. Acknowledgingtheir hard work, achievements, and contributions fosters a sense of value and belongingness among employees. Simple gestures such as verbal praise, thank-you notes, or employee of the month awards can go a long way in boosting morale and motivation.Moreover, providing opportunities for growth and development is another powerful motivator. Employees are more likely to stay engaged and motivated when they see a clear path for advancement within the organization. Thiscan be achieved through training programs, skill development workshops, and career advancement opportunities. By investing in their professional growth, employers demonstrate their commitment to their employees' success, which, in turn, motivates them to perform at their best.In addition to recognition and growth opportunities, offering competitive compensation and benefits is essential for employee motivation. Fair and competitive pay, alongwith attractive benefits such as health insurance,retirement plans, and paid time off, demonstrates that the organization values its employees' well-being andrecognizes their contributions. When employees feel adequately compensated for their work, they are more likely to remain motivated and dedicated to their jobs.Furthermore, fostering a positive work environment is crucial for employee motivation. A workplace culturecharacterized by open communication, mutual respect, and teamwork fosters a sense of belonging and camaraderie among employees. When employees feel supported and appreciated by their colleagues and supervisors, they are more likely tobe motivated to contribute to the team's success.In addition to these strategies, implementing a rewards and recognition program can further incentivize employeesto perform at their best. This can include bonuses, incentives, or other rewards for achieving specific goalsor milestones. By tying rewards to performance, employers encourage employees to strive for excellence and continuously improve their performance.Furthermore, providing regular feedback andconstructive criticism is essential for employee motivation. Employees need to know how they are performing and where they can improve. Constructive feedback helps employees identify areas for growth and development while also recognizing their strengths and accomplishments. Byproviding ongoing feedback, employers can help employees stay motivated and focused on achieving their goals.In conclusion, employee motivation is crucial for the success of any organization. By implementing effective strategies such as recognition and appreciation, opportunities for growth and development, competitive compensation and benefits, fostering a positive work environment, rewards and recognition programs, and providing regular feedback, employers can inspire and incentivize their workforce to perform at their best. Ultimately, motivated employees are more engaged, productive, and committed to achieving the organization's goals, leading to greater success and prosperity for the company as a whole.。

员工激励英文作文

员工激励英文作文Motivating employees is essential for a company's success. When employees feel valued and appreciated, they are more likely to be engaged and motivated to perform at their best.One effective way to motivate employees is through recognition and rewards. By acknowledging their hard work and achievements, employees feel a sense of accomplishment and are encouraged to continue putting in their best effort.Another way to motivate employees is by providing opportunities for growth and development. When employeessee a clear path for advancement and feel supported intheir professional development, they are more likely to be motivated to excel in their roles.Creating a positive work environment is also crucialfor employee motivation. When employees feel comfortableand happy in their workplace, they are more likely to bemotivated to contribute to the company's success.Offering flexible work arrangements can also be a great way to motivate employees. When employees have theflexibility to balance their work and personal lives, they are more likely to feel motivated and satisfied in their roles.Lastly, effective communication and feedback are important for employee motivation. When employees receive regular feedback and feel that their voices are heard, they are more likely to be motivated to work towards common goals.。

激励员工英文作文

激励员工英文作文Title: Motivating Employees for Enhanced Performance。

In the dynamic landscape of modern workplaces, motivating employees is paramount for achieving organizational goals and ensuring sustained growth.Effective motivation strategies not only boost morale but also foster a culture of productivity, innovation, and loyalty among employees. In this essay, we delve into various methods and approaches to inspire and empower employees to perform at their best.First and foremost, recognition and appreciation serve as potent motivational tools. Acknowledging employees' efforts and achievements publicly, whether through awards, praise in team meetings, or simple expressions of gratitude, can significantly boost morale and instill a sense of pride in their work. This recognition validates theircontributions and reinforces a positive work culture.Moreover, providing opportunities for professional growth and development is instrumental in motivating employees. Offering training programs, workshops, and mentorship opportunities not only enhances their skills and knowledge but also demonstrates the organization's investment in their success. Employees are more likely to feel motivated and engaged when they see a clear path for advancement within the company.In addition to individual growth, fostering a sense of belonging and camaraderie among team members can greatly enhance motivation. Encouraging collaboration, team-building activities, and fostering an inclusive work environment where diverse perspectives are valued can create a sense of community and shared purpose. When employees feel connected to their colleagues and the organization, they are more likely to be motivated to contribute their best efforts.Furthermore, aligning organizational goals with individual aspirations can serve as a powerful motivator. When employees understand how their work contributes to thebroader objectives of the company and see a direct correlation between their efforts and the success of the organization, they are more likely to feel motivated and engaged. Clearly communicating expectations, providing regular feedback, and involving employees in decision-making processes can help create a sense of ownership and accountability.Another effective way to motivate employees is through the provision of incentives and rewards. Whether it's monetary bonuses, performance-based incentives, or non-monetary perks such as flexible work hours or extra vacation days, tangible rewards can serve as powerful motivators. However, it's essential to ensure that these incentives are fair, transparent, and aligned with performance metrics to avoid fostering resentment or unhealthy competition among employees.Moreover, fostering a culture of open communication and feedback is crucial for maintaining motivation levels. Employees should feel comfortable expressing their ideas, concerns, and feedback without fear of retribution. Regularcheck-ins, one-on-one meetings, and anonymous feedback mechanisms can provide valuable insights into employees' needs and concerns, enabling organizations to addressissues promptly and effectively.In conclusion, motivating employees is essential for fostering a productive, engaged, and high-performing workforce. By recognizing and appreciating their contributions, providing opportunities for growth and development, fostering a sense of belonging and camaraderie, aligning organizational goals with individual aspirations, providing incentives and rewards, and promoting open communication and feedback, organizations can create an environment where employees feel motivated, valued, and empowered to excel. Ultimately, a motivated workforce isnot only more productive but also more loyal and committedto the success of the organization.。

员工激励外文文献Word版

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