中国民营企业员工激励机制应遵循的原则【外文翻译】

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企业员工激励.案例研究外文文献翻译

毕业设计（论文）外文翻译外文题目： E M P LOY E E M OT I V A T I ON I N T H E C OM P A N Y.S T UDY CASE译文题目：企业员工激励. 案例研究文献出处：《The Anna l s of The"Şt e f a n c e l M a r e"U ni ve r s i t y of S u c e a v a》, 2010外文作者： Cr i s t i a n V al ent i n H A PE N CI U C，A ndr ei - A l exa ndr u M O R OŞA N 字数统计：英文 2105 单词，11151 字符；中文 3612 汉字外文文献：EM PL OYEE M OTIVATION IN THE C OM PANY.STUDY C ASEAbstr actA 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, try ing 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.Keywor ds: human resources, motivational methods, personnel, motivation, motivation structureINTR ODUCTIONMotivation 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 pleas ure”, 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 a lot 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)EM PL OYEE M OTIVATIONOne 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 twotypes 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 w ill 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).EXPER IM ENTSGiven the extremely important functions played by motivation and its complexity, over time there have been a lot of researches and experiments. One of these experiments 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 andextrinsic 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 w ill 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 w ill 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 functions it is recommended the use of intrinsic motivation, extrinsic showing multiple limitations. Gluxberg's conclusion i s a bit naive and inappropriate application(for cognitive and creative activities to relate to intrinsic motivation, extri nsic ones having a negative effect), but combined with Maslow's theory, it takes on a new dimension that can have great practical utility.STUDY C ASETo 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 di rect marketing, addressing customers so as to persuade them to opt for products di stributed 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.Table 1 –For ms of M o tivationIt 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 empl oyees, try ing 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 Glux berg theory, theemployees from the sales department have agreed intrinsic moti vation 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 i s not valid in practice. The experiment studied motivation 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.C ONCL USIONSThe 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 exi sting 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, consequentl y, suited to the situation found in companies. Managers must take into acco unt the situation of employees, the needs that they show (placing them on a certain lev el of Maslow's pyramid), but also the specific work performed by them (involving cognitive and creative activities or not). Following these findings, managers are abl e to identify the predominant form of motivation recommended for their company. A nd 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。

民营企业的员工激励与奖惩机制

民营企业的员工激励与奖惩机制民营企业作为我国经济发展的主要力量之一，员工的激励与奖惩机制在其运营管理中起着至关重要的作用。

有效的激励与奖惩机制可以促进员工的积极性、创造力和工作绩效，提高企业的竞争力和核心竞争力。

本文将探讨民营企业的员工激励与奖惩机制的重要性、实施方法，以及可能面临的挑战。

一、员工激励的重要性员工激励是民营企业成功运营的关键因素之一。

良好的激励机制可以激发员工的积极性和创造力，提高工作质量和效率。

激励措施可以包括物质性激励和非物质性激励。

物质性激励可以通过薪酬、股权激励、福利待遇等形式实施，而非物质性激励则包括晋升机会、培训发展、表彰奖励等。

二、激励机制的实施方法1. 薪酬激励薪酬激励是最常见和直接的激励方式。

通过建立合理的绩效考核体系和薪酬激励机制，将薪酬与员工的工作表现和贡献挂钩，激发员工的积极性。

此外，提供额外的激励机制，如年终奖金、提成等，也可以有效地激励员工。

2. 股权激励股权激励是一种长期的激励手段，通过让员工成为企业的股东或享有一定的股权，激发员工对企业的归属感和责任感。

股权激励可以通过员工持股计划、股票期权等方式实施，使员工分享企业的成长与收益。

3. 发展机会与培训为员工提供发展机会和培训，是一种非常重要的激励手段。

设立晋升通道，给予员工更高级别职位的机会，可以激发员工的发展动力和进取心。

此外，组织内部或外部培训，提供专业技能和管理知识的提升，也有助于激励员工。

4. 表彰奖励为员工设立表彰奖励制度，对于个人和团队的成绩进行公正评估与表彰，可以激励员工的竞争意识和团队协作精神。

例如，设立员工月度或季度表彰，颁发荣誉证书或奖品，鼓励员工在工作中的出色表现。

三、奖惩机制的重要性除了激励机制外，奖惩机制在民营企业管理中同样具有重要地位。

奖惩机制可以根据员工的工作表现，提供必要的奖励或惩罚，以达到规范员工行为、维护企业利益的目的。

1. 奖励机制建立奖励机制，对员工的出色表现进行肯定和奖励，可以进一步激发员工的工作激情和动力。

关于私营企业员工激励机制

关于私营企业员工激励机制【摘要】：随着企业之间竞争的加剧，企业要想在众多竞争者中脱颖而出，必须有良好的经营业绩，而企业价值的创造往往离不开员工的努力。

因此，“人”这一要素显得尤为重要，如何激发员工的工作热情越来越受到私营企业管理者的重视。

本文通过对我国私营企业的员工激励机制的现状和作用的分析，结合私营企业发展现状和制约企业激励机制建设的因素的分析，深入剖析了我国私营企业发展的概况和员工激励机制的发展现状，并且有针对性的提出了构建科学合理的员工激励机制的对策及建议。

【关键词】：私营企业；激励机制；员工需求一、激励与激励机制概述（一）激励、激励机制的定义及类型1．激励的定义“激励”是一个心理学词汇，心理学家指出人的所有行为是由与其相关联的动机所引起的，这种动机作为人的精神状态之一，对人类的行为有强化、推动和激发的作用，人们称之为激励。

激励的作用主要是激发人的内在潜能，引发人的智力，调动人的积极性、创造性。

2．员工激励机制的定义激励机制，是指组织系统中，激励主体通过规范化的多种激励手段与激励客体相互作用的关系、结构、方式以及演变规律的总和。

企业的激励机制包括两个方面：一是外部激励机制，二是内部激励机制。

所谓外部激励机制是指消费者、政府、社会公众等对企业的激励。

消费者的购买行为对企业的经营行为、降低成本、开发新产品具有刺激作用。

政府通过制定政策对企业行为进行刺激和制约以发挥激励作用。

社会公众对企业的态度也有激励作用，能推动企业的发展。

所谓内部激励机制是指对企业经营者和员工的激励。

本文研究的激励机制是指企业内部激励机制。

企业内部激励机制主要有物质激励和精神激励。

物质激励，是企业以经济手段如工资、奖金、福利待遇等激励员工的方式；精神激励，是企业以授予荣誉称号、或对员工的行为和观念予以认可、赞赏等激励员工的方式。

3．员工激励机制的构成企业激励机制的构成可以根据人的三类欲望而相应地分为经济福利激励、绩效考核激励、价值满足激励三个部分。

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。

员工激励机制外文文献翻译

员工激励机制外文文献翻译(含：英文原文及中文译文)文献出处：Public Personnel Management, 12(2):159-166.原文Performance Appraisal as a Guide for Training and Development: A Research Note on the Iowa Performance Evaluation SystemDennis DaleyIowa 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 or overcoming 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 these circumstances 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 EV ALUATION 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. Individualdepartments 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 to strengthen 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 participationis 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 performance 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 the employee'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 these modifications represented "word changes;" e.g., instead of list ing” 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 reminder of 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 employeesnot 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 they detailed 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.中文译文绩效考核为导向的培训和发展: 在爱荷华州的绩效评估系统的研究报告丹尼斯·戴利爱荷华州立大学本文探讨的是一个方面的性能评估的使用作为一个指南起草员工培训和发展计划。

民营企业员工激励机制及激励措施研究

民营企业员工激励机制及激励措施研究引言：在当今社会，员工的激励机制被视为企业成功的关键因素之一、特别是对于民营企业来说，激励措施的有效性更是至关重要。

然而，民营企业在制定激励机制时常常面临着许多挑战。

因此，本文旨在研究民营企业员工激励机制及激励措施，探讨如何有效地激励员工，提高企业的绩效。

一、民营企业员工激励机制概述员工激励机制是企业为了激发员工积极性、提高员工工作效率和绩效而采取的一系列措施。

对于民营企业来说，设计合理的激励机制不仅可以吸引优秀的人才，还可以提高员工的工作热情和凝聚力。

二、民营企业员工激励机制的挑战1.缺乏资金支持：许多民营企业在刚创办时，资金有限，很难提供高额的薪酬和福利待遇，这使得激励员工变得更加困难。

2.制定不合理的激励标准：一些民营企业制定的激励标准过于简单粗暴，只重视绩效结果，忽视了员工的个人发展和成长，在一定程度上限制了员工的进步和创新。

3.激励和约束的平衡：民营企业往往需要在激励和约束之间寻求平衡。

激励过多可能导致员工对绩效放松要求，而约束过多则可能导致员工的创新动力不足。

三、民营企业员工激励的关键要素1.公平公正：激励制度必须公平公正，遵循明确的原则，确保员工的知情权和参与权，避免激励制度造成的不公平现象。

2.多元化的激励方式：激励方式应当多元化，既包括经济激励，也包括非经济激励，如培训、晋升机会等。

3.激励与约束相结合：激励措施与约束措施需要相结合，既给予员工奖励，又要建立相应的绩效评估和监管机制。

4.考虑员工个体差异：员工激励需要考虑到员工个体的差异性，针对员工的不同需求和特点，制定个性化的激励计划，以提高激励的效果。

四、民营企业常用的激励措施1.绩效奖金制度：通过设立明确的绩效指标和奖金比例，在员工达到一定绩效水平时给予奖金，激励员工的工作积极性。

2.股权激励计划：通过分配公司股份或期权，让员工分享企业发展的红利，提高员工的归属感和责任感。

3.培训与发展机会：提供员工培训和发展机会，让员工能够不断提升自身的技能和能力，以实现个人价值和职业发展。

员工激励机制应遵循的原则有哪些

员工激励机制应遵循的原则有哪些员工激励机制应遵循的原则有哪些有效的激励系统可以使组织用同样的代价收到更好的效益，同时更多的激发员工的潜力。

在制定和实施激励政策时，一定要谨慎，需要考虑多方面的因素。

店铺整理了员工激励机制应遵循的原则，欢迎欣赏与借鉴。

1.强调公平。

激励机制要体现公平性原则。

早在两千多年前，孔子就提出了“不患寡而患不均”的观点。

现代研究发现，员工关心薪酬差别程度高于对薪酬本身的关心。

中国发展研究基金会发布“中国国家地位观”调查结果显示，对于中国未来最迫切需要达到的社会目标，中国公众和在华外国人士都首选“社会财富分配更均衡”，分别为42.3%和30.7%。

可见，体现激励的价值分配上强调公平的重要性。

因此，制定激励政策时，要广泛征求员工意见，制度性的激励机制更要通过“职代会”讨论产生。

激励目标设置充分考虑内外各种因素。

对外，要达到本地区同行业相当水平;对内，要求组织按绩效和贡献决定激励程度。

2.讲求差异性。

人具有自然属性和社会属性的特征，即使是在相同的组织文化熏陶下，员工个体的差异也不会因此而消失。

在人力资源管理中必须注重这种差别的客观存在性，实时调整和运用激励机制。

对不同岗位的员工应采用不同的激励办法;对相同的员工，时间和环境发生变化时激励办法也随之变化员工激励机制的形式和原则员工激励机制的形式和原则。

需要激励员工时，在组织确定的激励方法中选定最有效的激励形式。

例如对男女职工制定不同的体检项目;对知识工作者和工勤管理人员制定不同的考核标准;对岗位变动者执行新的薪酬;好人好事给予表扬;超额完成任务给予奖励等等。

3.适度激励。

首先，设定激励标准时，每种激励形式都要以激励对象中大多数员工能达到或通过努力达到为宜，但组织的重要职位、重大奖励和对组织做出突出贡献者除外。

其次，设定多层次、多渠道的激励机制。

适度拉开激励层次可以鼓励不同层次的员工，勉励先进，鼓励后进。

再次，坚持物质与精神激励相结合。

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。

员工激励外文翻译

附录ATitle: Meeting employeee requirements: Maslow's hierarchy of needs is still areliable guide to motivating staff.Material Source: Industrial Engineer Oct2011 Author:SADRI,GOLNAZ BOWEN, R. CLARKE.Motivation relates to a range of psychological processes that guide an individual toward a goal and cause that person to keep pursuing that goal. Motivation often is described in terms of direction (the choice of one activity over another), intensity (how hard an employee tries) and persistence (how long an employee continues with a behavior, even in the face of obstacles or adverse circumstances). Motivated employees work harder, produce higher quality and greater quantities of work, are more likely to engage in organizational citizenship behaviors, and are less likely to leave the organization in search of more fulfilling opportunities.Competition by companies to attract the most talented individuals has given employees the power to demand more than just a reasonable wage or salary, and there is evidence that companies are starting to listen. A recent survey showed that salary had only a 20 percent impact on job satisfaction. Employees need a range of motivators in order to remain engaged in their work. In response to this demand, employers are looking at how to satisfy their employees on both an extrinsic, financial level as well as an intrinsic, psychological level.Research conducted by the Employee Benefit Research Institute (EBRI) found that in 2004, 92 percent of employer spending for total compensation was on wages and salaries; however, the following year spending on wages fell to 81 percent. In balancing monetary (extrinsic) and nonmonetary (intrinsic) incentives, companies use diverse motivators ranging from competitive monetary compensation and health insurance packages to concierge services and nap times. The continuous endeavor is to be creative in designing a benefits package that attracts and retains quality employees.The theory of Maslow’s hierarchy of needs can be used as a framework to identify the various benefits organizations can offer to satisfy their employees’needs and, in turn, increase revenues and reduce expenses. Psychology professor Abraham Maslow’s theory, proposed in 1943, identifies the five basic human needs that underlie all human activity.Fundamental behaviorMaslow’s hierarchy of needs is one of the fundamental theories of personal motivation. The theory can help organizations design programs to motivate their employees, retain employee loyalty, reduce turnover, recruit quality individuals and ultimately increase productivity and net income. A. Kinicki and R. Kreitner, in their book Organizational Behavior, identify and define the five basic human needs that comprise Maslow’s hierarchy. The five human needs, presented in hierarchical order from the most basic to the most advanced, are physiological, safety, love/belonging, esteem and self-actualization.According to Maslow, each need has to be satisfied substantially in order for an individual to progress to the next level. Managers are able to motivate their employees by providing rewards that help satisfy the need that is operational and prevalent at any point in time. Once a need has been satisfied substantially, it ceases to be a motivator. Then, employees move to the next level in the need hierarchy and work on satisfying those needs.1. Physiological needsMaslow defined the physiological need as the most basic. It includes the need for food, air, water and shelter as well as the need to be active, to rest and to sleep. The most obvious motivational item in this category is monetary compensation, which includes wages and salaries, bonuses, stock options and retirement plans. Wages and salaries make up about 80 percent of what companies spend to compensate their employees. Many individuals would list salary as one of the most important factors when considering a job. Money is a vital part of employees’reward packages and helps fulfill the bulk of their physiological needs. Food, clothing and a place to live can be obtained with the wage or salary a person earns.Providing a comfortable work environment also helps satisfy physiological needs. Clean and fresh air to breathe and an ergonomic workspace, keyboard and mouse can help employees perform without distraction and keep them motivated. Other benefits offered to satisfy employees’physiological needs are free or subsidized cafeterias, regular break times and break rooms stocked with drinks and food.Many companies provide free food for their employees so that they are satisfied on this level and able to engage more fully in their workplace activities. For example, A. Lashinsky in Fortune describes Google’s 11 gourmet cafeterias at its Mountain View, Calif., headquarters where employees can eat for free. Other free (and subsidized) perks that companies provide include car washes, laundry and drycleaning facilities, onsite gyms, exercise classes, massages and discounts on company products. Providing perks for free or at a subsidy helps reduce employees’expenses, which indirectly gives them more discretionary income to purchase other necessary items that help satisfy basic physiological needs and beyond.Another employee benefit that is becoming more important for companies to provide is a healthy work-life balance. Work-life balance is considered a physiological need since one needs to engage in enough nonwork activity and rest to have a healthy lifestyle. Increasingly, employees are considering work-life balance as an important goal and factor the potential for this into their decision of whether to work for a company. It is not uncommon for a job candidate to reject a job offer because it did not include a good work-life balance. Most recruiters say work-life balance considerations are more important now than they were five or 10 years ago.In order to accommodate the work-life balance needs of potential employees and attract the best possible applicants, companies have developed greater levels of flexibility, offering programs like telecommuting, on-site fitness centers, on-site laundry facilities, flexible workweeks and hours, and the ability to work from home a few days a week. In addition, employees seek greater balance through vacation time and extra days off during the holidays to help them enjoy life outside of work, have more balance in their lives and be more productive once they are back at the workplace.2. Safety needThe safety need, as defined by Maslow, consists of the need to be safe from physical and psychological harm. As with physiological needs, wages and salaries help to provide a safe place to live, a basic need. Another factor that is as important as a safe place to live is a sense of security regarding an employee’s health (both physical and mental). According to a study by J. MacDonald from EBRI, corporate America spent $596.5 billion on health benefits in 2005. In prior decades, perhaps only the employee received health insurance. Today, it is expected that companies extend health coverage to family members. In addition, companies are providing disability and life insurance, which adds to the feeling of long-term safety and security and helps build employee trust and loyalty.Another major component used to satisfy safety needs is the provision of retirement plans. Employees derive an overall sense of long-term security with the knowledge that they are able to provide for themselves during their retirement years.The most popular and widely used employer-sponsored plan is the 401(k), in which the employer matches a portion of the employee’s contribution. Companies that do not provide a matching contribution find themselves at a disadvantage in attracting, hiring and retaining the most qualified individuals.Finally, as a way to help with emotional and mental wellbeing, companies are providing employee assistance programs and counseling services. These programs provide psychological security through the use of qualified professionals who can be accessed through a confidential helpline (where employees call in to speak with trained counselors to help them with problems ranging from conflict and stress at the workplace to personality disorders and recovery from addiction) or face-to-face meetings with trained counselors who can help employees cope with their emotional difficulties.3. love/belonging needsThe desire to love and to be loved is the third tier in Maslow’s hierarchy and includes the need for affection and belonging. Individuals who are looking to satisfy their love/belonging needs are likely to join or continue working at a company based on the relationships and social support mechanisms they have established or potentially expect to establish there. Two important sources of social support for employees include co-workers and bosses.Cohesive teams benefit employers as well as employees. Teams are able to produce synergy (output that is greater than the sum of all the individual parts). Thus, a company can become more efficient and develop new and creative ideas by allowing employees to collaborate and work in teams. This is a win-win situation for the company since it also will help satisfy the belonging needs of its employees. Other programs that companies have implemented to meet the belonging need of employees are company luncheons, banquets, retreats, company-sponsored sports teams, clubs, mentoring and programs that allow employees to bring children and pets to work. In addition, open plan offices and break rooms where employees have opportunities to meet and interact with one another help satisfy belonging needs.4. esteem needMaslow’s esteem need includes the needs for responsibility, reputation, prestige, recognition and respect from others. These, in turn, lead to self-confidence and strengthen an employee’s motivation and productivity. Research has shown that lack of recognition from their direct supervisor is one of the main reasons employeesleave their jobs. Receiving recognition and praise are fundamental motivators across all levels of employees. Recognition and praise help an individual know that people appreciate what that person has accomplished. Again, self-confidence is strengthened and motivation is created for continued hard work. A study conducted by G. Graham at the Barton School of Business at Wichita State University found that 63 percent of American workers ranked recognition as a meaningful incentive.Research also shows that many individuals will join or stay with a company to satisfy their esteem needs through a sense of accomplishment in their work. Employees like to feel that their work contributes to establishing a good reputation for them. To help foster these feelings, companies can implement many simple and cost-effective programs. Providing business cards with the employee’s name and title produces an emotional appeal, a sense of connection and pride in the organization. Many companies have started creating societies or prestigious groups that include the best technical professionals in order to keep their employees motivated.Ambitious employees want to feel challenged and have opportunities to advance. They want a defined work role with distinct career possibilities. For these employees, titles and promotions are important. In small companies, if there is no vertical ladder to climb, then companies need to delegate responsibilities to help their employees with career development and keep them engaged.5. Self-actualization needThe fifth and final tier of Maslow’s hierarchy is the need for self-actualization, which is the need for self-fulfillment and to become the best one is capable of becoming. Employees who significantly have satisfied the four lower needs now are looking to better themselves, those around them and the world as a whole. There is a sense that once these needs are engaged, they likely will become stronger as they are fed and satisfied. Therefore, this layer within the hierarchy is used to inspire employees and to help them perform at their highest levels.One of the basic ways in which companies can help their employees begin to satisfy this need is to offer tuition-reimbursement programs and encourage enrollment in classes and courses related to their job responsibilities. Education assistance plans help employees keep pace with the ever-changing work environment as well as provide valuable opportunities for personal and professional growth and development. Further-more, employees will bring new skills back into the workplace that will add value to the company.Another benefit is allowing a paid sabbatical, typically ranging from a few weeks to a few months, in which the employee can participate in a humanitarian cause or work toward a lifelong goal. R. Levering and M. Moskowitz in Fortune detail REI’s practice of allowing a four-week sabbatical after 15 years of service. Employees use the time to tackle an outdoor goal, such as climbing Mount Everest. Sabbaticals also are offered by most educational institutions to support faculty in developing research agendas while taking a break from teaching classes. The result of a sabbatical is mental and physical renewal, which brings with it a renewed energy for the employee’s work, resulting in greater productivity upon a return to the workplace.This is a great opportunity to get out of the office and partner with co-workers to do charity work, which also helps meet employee needs for love and belonging. Another way to help satisfy the need for self-actualization and motivate employees is to match dollar for dollar (or a percentage) of employees’contributions to a charitable organization. This also helps build company loyalty.附录B标题：会议员工要求：马斯洛需求层次仍然是一个可靠的指导鼓励员工的理论。

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。

激励机制设计五个原则[借鉴]

激励机制设计五个原则[借鉴] 20XX文档收拾 | 学习参阅collection of questions and answerson鼓舞机制规划的五个准则树立鼓舞机制必需求研讨职工的需求，按照各种鼓舞理论将不同的鼓舞办法加以恰当组合。

只要对不同的状况区别对待，运用相应的鼓舞手法，才干对企业团队和职工个人施行有效地鼓舞。

因而，民营企业要树立杰出的人才鼓舞机制，有必要遵从物质鼓舞与精力鼓舞相结合、正鼓舞与负鼓舞相结合、长时间鼓舞与短期鼓舞相结合、绩效准则、公正准则等根本准则，而且有所偏重，有必要想方设法了解并满意职工多元化的个人心思需求，采纳多种形式的鼓舞手法，充沛激起职工潜能，确保鼓舞机制的合理性和实效性。

一、物质鼓舞与精力鼓舞相结合准则从办理学上说，鼓舞可分为两类：一类是物质鼓舞，也叫薪酬鼓舞；另一类是精力鼓舞，又名生长鼓舞。

物质鼓舞与精力鼓舞作为鼓舞的两种不同类型，是相辅相承、缺一不行的，只着重物质鼓舞而忽视精力鼓舞或只着重精力鼓舞而忽视物质鼓舞都是片面和过错的。

在实践作业中，一些人总以为有钱才会有干劲，有实惠才干有热心，精力鼓舞是水中月、镜中影，美观却不顶用。

正是这种片面的了解，致使一部分人锱铢必较、利欲熏心，乃至招摇撞骗、违法乱纪，给安排环境和社会风气都带来极大损害。

还有一些人总爱把大道理挂在嘴边，只讲奉献不讲需求，只讲醒悟不讲利益，以为我们靠喝西北风也能有干劲，这些人恰恰忘了:“思维一旦脱离利益，就必定会使自己出丑”。

为了防止以上两种片面性的发生，防止“单打”现象的呈现，在鼓舞中必定要坚持物质鼓舞与精力鼓舞相结合的政策。

着重物质鼓舞与精力鼓舞相结合，并不是说不需求有所偏重，物质鼓舞与精力鼓舞是对人们物质需求和精力需求的满意，而人们的物质需求和精力需求在层次与程度上受多种要素的限制，并随主客观条件的开展而不断有所改变.从社会视点来看，一般来说，社会经济文明开展水平比较低，人们的物质需求就会比较激烈，而在社会经济文件开展水平比较高的条件下，人们的精力需求则会占主导地位。

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。

民营企业员工激励机制建立的原则及对策

民营企业员工激励机制建立的原则及对策作者：倪玉忠来源：《统计与管理》 2015年第11期倪玉忠目前，摆在民营企业面前的主要问题则是：如何抓住机遇，充分利用政策环境及市场环境，使民营企业得到持续、健康的发展乃至壮大；如何提高民营企业管理者的综合素质，使自身的管理水平适应新形势的需要；如何建设一支具有创新意识及创新行为的员工队伍，使民营企业在国内外市场竞争中稳定发展和快速发展；特别是如何营造良好的就业环境，使民营企业员工深切体会到自己是企业的主人；如何使“企业兴衰成败乃是关乎每个员工利益”的观念深深地在员工脑海中打下烙印，此乃为民营企业管理层迫切考虑且亟待解决之问题。

一、完善激励应遵循的原则在市场经济环境下，企业间的竞争，主要是人才的竞争、核心技术的竞争、资金的竞争，而在以上“三因素”中，人才的竞争是最为重要的。

只有拥有高素质的人才及掌握核心，企业发展壮大所需要的资金，自然是水到渠成之事，企业的活力和竞争力，便会大大增强。

所以，民营企业要改变“员工流动频繁、招、解聘频繁、上岗培训频繁”的“三频”状况，必须要在人力资源管理上下功夫，那就是完善激励原则。

（一）以人为本原则以人为本的管理理念，是当今社会各行各业所倡导的、所必需的。

而在企业经营管理工作中，就是指的以员工为本。

而以员工为本，完善激励，主要是指企业激励要以实现员工的全面发展为目标，从员工的利益出发，重视员工的作用，充分发挥出每个人的主观能动性。

在企业激励中融入以人为本的理念，要求重视员工的发展，不能以单纯控制和约束员工为管理目的，而是应该把员工视作企业的主人，让每个员工在企业享有主人公地位，激发员工工作的主观能动性，促使企业每个员工发展的目标及其需求与企业的健康发展相互协调、相互促进和步调一致。

在任何一家企业中，行政管理工作、业务拓展工作、业务处理工作、上传下达工作等，均离不开员工的参与与执行。

故此，企业激励应在合理满足员工物质需求和精神需求的基础上，应包含尊重员工、依靠员工、服务员工及帮助员工发展的内容。

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外文翻译China's private enterprise employees incentivemechanism design principles should be followedMaterial Source: Springer-VerlagAuthor: Jadwiga Indulska, Jianhua Ma, Laurence T. YangChina's private enterprise employees incentive mechanism design principles should be followed：1. One of the principles: incentives to vary from person to personBecause of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. Even with a staff, at different times or circumstances, will have different needs. Because of incentives depending on the internal and the subjective feelings of the staff are, therefore, incentive to vary from person to person.In the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. Required to organize, classify, and then to formulate appropriate policies to help motivate employees to meet these needs.2. Two principles: appropriate incentivesAppropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. Award overweight employees would have to meet the mood of pride and lost the desire to further enhance their own; reward incentives too light will not achieve the effect, or so employees do not have a sense of attention. Heavy penalties are unfair to make employees, or loss of the company's identity, or even slow down or damage arising from the emotions; leniency error will underestimate the seriousness of the staff, which will probably make the same mistake.3. The principle of three: fairnessThe fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives. Employees to obtain the same score, we must receive the same level of incentives; the same token, employees committed the same error, butalso should be subject to the same level of punishment. If you can not do this, managers would prefer not to reward or punishment.Managers deal with employees at issue, must have a fair mind, should not have any prejudices and preferences. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.1. Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing field.For example, Wu Shihong at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also said that IBM should be a good corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of the staff.2. Inspire the best time to grasp.- Takes aim at pre-order incentive the mission to advance incentives.- Have Difficulties employees, desire to have strong demand, to give the care and timely encouragement.3. Want a fair and accurate incentive, reward- Sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable.- Have to overcome there is thinning of the human pro-wind.- In reference salary, promotions, awards, etc.评优involve the vital interests of employees on hot issues in order to be fair.4. The implementation of Employee Stock Ownership Plan.Workers and employees in order to double the capacity of investors, more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provide opportunities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuableknowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization. Set up and improve employee participation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.5. Honor incentiveStaff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the company's internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of training, access to recommend honor society, selected stars model, such as class.6. Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.7. CompetitiveThe promotion of enterprise among employees, departments compete on an equal footing between the orderly and the survival of the fittest.8. The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.9. Information incentivesEnterprises to communicate often, information among employees, the idea of communication, information such as conferences, field release, enterprises reported that the reporting system, the association manager to receive the system date.Title：How can discover and train employees advantage?M a t e r i a l S o u r c e:S p r i n g e r-V e r l a g Auther: Gideon D.Markman,Phillip H，Phan and David B. Balkin How can discover and train employees advantage?1.Make time for positive recongnitionWhether in casual conversation or a formal performance review,think about and genuinely evpress positive feedback for the employee.Be specific about what she?so doing well,and share examples.The benefit is two-fold:The employee knows whatbehaviors are most valued,and you help shift your thinking from Can to do to there so potential here.2.Identify ways to apply existing strengths in new waysThomas Edisour saw sewing-thread as light bulb filament.Hoe can you look at your employee in new,different ways.What qualities has your employee demonstrates,and how can these translate into needed skills.Start by throwing traditional title and responsibility-norms out the window.A receptionist with an unerring knack for detail could be an ideal project manager.3.Ask the emmployee what she likes to doThere,so a funny equation applied to many promotions:People who excel at a specific job are promoted to management level.As a result,you’ve often taken the person out of the exact environment in which she succeeds and which she likes——possibly reducing her success in the new position.Also,you cannot fully uncover a person,strrngths without hei input.Tap into what she discerns as hei strengths by asking what she enjoy most,and why,and in what role she believes she’s of mosy value to the organization.4.Turn a weakness on its headPhysicists know that every action has an equal and opposite raction.Applied to employees,consider,what’s the opposite of this weakness.to unearth possible strengths.For instance,if an employee inconsistently completes projects that he developed in the first place,perhaps his strength is in generating ideas,not executing them.5.Allow the employee to test-drive a new roleMaybe you’re seeing the employee in her specific role,yet more of her strengths would blossom in another role.Consider establishing a mini,internal internship program,in which employees shadow co-workers for a day to learn more about the roles and responsibilitier available.This test-drive might spark new ideasabout increased value from the emplouee,and allow you to see where a role-shift may make sense for the company.Ensure that the internship leads to valuable information for the company and the indivadual.Set clear goals and intentions for the exercise,including what we want to know at the end of this exercise.Remenber,this information is food-for-thought,not customized counsel.The most effective interpersonal and orgnizational comminication program is one that’s been tailored to meet the unique needs of your group.Jamie Walters is the founder and Cherf Vision and Strategy Officer at Ivy Sea,Inc.in San Francisco,CA.译文中国民营企业员工激励机制应遵循的原则资料来源: Springer-Verlag作者：Jadwiga Indulska, Jianhua Ma, Laurence T. Yang 中国民营企业员工激励机制应遵循的原则：1. 原则之一：激励要因人而异由于不同员工的需求不同，所以，相同的激励政策起到的激励效果也会不尽相同。