员工激励机制外文文献

员工激励机制参考文献2018-2023 年

员工激励机制参考文献2018-2023 年在当今竞争激烈的商业环境中，员工激励机制对于组织的成功至关重要。

员工激励不仅能够提高员工的工作积极性和创造力，还能够促进员工的职业发展和组织绩效的提升。

在过去的几年中，关于员工激励机制的研究不断涌现，有许多有价值的参考文献值得我们深入探讨和借鉴。

本文将就2018年至2023年期间涉及员工激励机制的相关文献进行综合评估，并结合个人观点和理解，撰写一篇深度和广度兼具的文章。

一、2018 年至2023 年员工激励机制相关文献评估1. 《Exploring the Impact of Employee Motivation on Job Satisfaction a Study of Pharmaceutical Industry in Karachi, Pakistan》这篇文献从员工激励对工作满意度的影响进行了深入探讨，通过问卷调查和统计分析的方法，研究了员工激励对员工工作满意度的影响。

研究发现，有效的员工激励机制可以显著提高员工的工作满意度，进而提升组织绩效。

2. 《The Impact of Rewards on Employee Performance in Commercial Banks of Bangladesh: An Empirical Study》这篇文献着重探讨了奖励制度对员工绩效的影响，通过对孟加拉国商业银行进行实证研究，分析了不同类型奖励对员工绩效的影响程度。

研究结果显示，金钱奖励、晋升机会和学习发展机会对员工绩效均有显著影响，但不同类型的奖励对员工绩效的影响程度有所不同。

3. 《The Impact of Employee Motivation on Organizational Performance》这篇文献探讨了员工激励对组织绩效的影响，在全球范围内对不同行业的公司进行了案例研究，分析了员工激励对组织绩效的直接和间接影响机制。

员工激励的著作文献

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

员工激励问题及对策外文翻译文献

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

员工激励机制外文文献翻译最新译文

文献出处：Barney J B. The employee’s incentive s mechanism in small and medium-sized enterprise[J]. Academy of Management Review, 2016, 31(7): 464-476.原文The employee’s incentive s mechanism in small and medium-sized enterpriseBarney J BAbstract"Incentive" is a psychological term, psychologists point out that all behavior is caused by the motivation of associated with it, as one of the person's state of mind, this motive for human behavior has the effect of reinforcement, vertebral move and inspire, known as a motivation. Incentive is mainly to inspire people to inner potential, cause people intelligence, mobilize people's enthusiasm and creativity. In this paper, the construction of small and medium-sized enterprise employees incentive mechanism problem. From the use of different ideas, different angles, for enterprise employees incentive. Staff incentive mechanism is through the system, rational system to reflect the interaction between incentive subjects with incentive object, is the enterprise connect the ideal into reality. Small business managers should learn effective research method for reference, targeted to solve their practical problems, and strive for a breakthrough in terms of theory. In the research and construction of small and medium-sized enterprise incentive mechanism on the road to constantly innovation, divergent thinking, from surface to inside, and realize the goal of research. And summarizes a set of suitable for small and medium-sized enterprises for effective incentive mechanism, to promote the vigorous development of small and medium-sized enterprises.Keywords: small and medium-sized enterprises, incentive mechanism, staff requirementsIntroductionIn the increasingly fierce competition, more and more small and medium-sized enterprises begin to realize enterprise's competition is talented person's competition,actually only attach importance to talents, pay attention to the development of human resources management, to constantly improve their own core competitiveness, make the enterprise in the incentive competition advantage. However, the construction of the incentive mechanism is the core of the construction of enterprise human resources management, and enterprise operation of each link, and employees are closely linked. Use reasonable effective employee incentive mechanism to attract talent, formed a set of scientific, perfect enterprise candidates, choose and employ persons, cultivate people's human resources management system, is to motivate employees continuously enterprising, the key to motivate staff morale; Is in motivating talents plays an important role in promoting the competition to attract talent, retain talent; Is to guide employees to establish scientific, and the basis of the strategic target of enterprise organization goal is consistent. But most of the small and medium-sized enterprise development history is short, the lack of management experience, management system is not mature, the understanding of human resource management is not deep, incentive mechanism is not sound, for enterprise employees cannot give a sufficient motivation, to arouse the enthusiasm of employees, lead to the market competition of enterprises is relatively weak. Therefore, how to strengthen the management of human resources, to establish scientific and effective employee incentive mechanism, and reasonable use of scientific and effective incentive mechanism, attract talent, talent of education development, to prevent the brain drain becomes the key to enterprise core competitiveness.In the face of increasingly fierce market competition, establish a scientific and reasonable employee incentive mechanism for the production and business operation and sustainable development of enterprises play a vital role. Only retain talent, and fully mobilize the enthusiasm and initiative of employees, play employees' creativity, to constantly strengthen the enterprise core competitive power, to give priority to occupy talent highland, finally to make small and medium-sized enterprises in the fierce competition of modern society.Summary of incentive and incentive mechanismThe meaning of incentiveAs a social people are engaged in all behaviors are caused by some kind of motivation, desire, motivation, desire is a kind of mental state, through the role of the mental state can inspire people to dig their own potential, fight, fight for the realization of self-worth. Incentive mechanism as one of the important content of enterprise human resources management has an irreplaceable role. In the enterprise staff work enthusiasm, motivation and ability to work effectively and use is one of the important factors of enterprise sustainable development, enterprise managers through scientific and effective means and ways of reasonable use of limited resources, to understand employees at the level of the rationalization of demand and, in turn, meet the demand of employees of rationalization, to motivate, inspire and guide the enterprise staff's work enthusiasm, goal setting and enhanced to enterprise's loyalty, to achieve the strategic goals of the enterprise management process. Motivation mainly includes the trigger a desire, guide the target, etc.The meaning of employee incentive mechanismEmployee motivation is to use some kind of external cause, use all kinds of effective measures to meet the diverse needs of employees or restrict, and through certain rules and regulations to regulate and constraint, penalties, employees, motivate employees, to constraint employee morale and employee motivation, arouse the enthusiasm of work, desire, etc., make the person has an inner motivated employees can form a certain goal, and keep a high mood and actively state to the desired goal of psychological process. This process relies on a system we defined as incentive mechanism can also be called incentive system. Incentive system concrete application in the process of the employee's incentive, in the process of the interaction, constraints, and incentive results closely linked to a kind of comprehensive function. In terms of enterprise employees incentive mechanism its essence lies in through scientific, perfect system construction, promote employees in the direction of the organization to make persistent efforts. Staff incentive mechanism in the enterprise application is urge employees strive to achieve the strategic goals of the enterprise incentive system.The type of staff incentive mechanismIn the era of global competition and knowledge-based economy, more and moresmall and medium-sized enterprises gradually realized that the competition between the enterprises is the result of the talent competition, talent as a resource is the first of all resources. The sustainable development of small and medium-sized enterprises, fundamentally, mainly depends on the enterprise the competitive advantage of human resources. Employee’s incentive mechanism as one of the main content of human resource management, contains a lot of ways, it not only through the every link of the enterprise, but also closely connected with the employee's personal interests. Employee incentive way is not the same, one of the main forms are:Material aspects of the stimulusPhysiological needs is a kind of demand at the lowest level of all the requirements, it is mainly refers to people in their daily lives for clothing, housing, food, travel tools, air, water and other basic living needs and physiological needs. Physiological demand is people in social activities, maintain the basic survival motivation, the basis of the material aspects of the incentive is to be able to make people physiological demand and life needs are met. The implementation of the material incentive is can make employees work power source. Material things incentives also include wages, salary, promotion, bonuses, welfare, insurance, reward housing, echo managers in the use of employee wages, bonuses and other incentives in terms of money, should be aware of the value of money between employees have different value, cannot treat as the same, and each employee to earn the satisfaction is not the same, therefore, when using monetary rewards not should adopt the principle of distribution of average, should be targeted.Goal setting incentiveGoal setting incentive, namely through the guide staff according to their own actual situation to set realistic goals, causing employee morale, motivate and inspire employees to complete the goal setting and constantly struggle, make employees the purpose of energy. Staff has constantly encouraged by power and passion, striving to make progress constantly asked him to pursue higher goals. Managers in the process of human resource management, be good at discover employees inner expectations and goals, and moderate guide employees to achieve their goals and formulatedetailed implementation steps, the corresponding work objectives for each employee, the task assigned to each employee, can give employees the invisible pressure, in turn, into power, strengthening the staff's sense of responsibility. When employees own goal is to realize the satisfaction of, will strengthen their awareness of the enterprise goal, to strengthen the enterprise's loyalty, thus make the enterprise organizational goals be implemented step by step.The respection of incentiveThe respection of incentive is one of the most basic of incentives, is to speed up the staff passion of the catalyst. Respect for every employee, to win the respect of each employee and loyalty. As a manager to respect employees at all levels of the independent personality and value orientation, in particular, pay attention to the demands of grass-roots staff, timely grasp and meet the needs of staff rationalization, is the embodiment of the enterprises fully respect for employees, at the same time, the staff work hard, obey organization arrangement, is the employee feedback and enterprise managers' respect and obedience. Respect include mutual respect between employees, mutual respect between leadership and staff, between enterprises and enterprises such as mutual respect, the main performance for mutual respect between superiors and subordinates, friendly atmosphere of mutual respect and promote the affection between staff, staff and leadership, strong force mouth among employees, between employees and leadership, make the enterprise team to better cooperation, strengthen team cohesion.The employee involvement of incentiveStaff participation motivation mainly refers to the enterprise should pay attention to the cultivation of enterprise employee ownership. Now the employees have to participate in the management of the appeal. As managers, establish reasonable mechanism of employee involvement, advice for mechanism and system of employee ownership, create and provide opportunity for employees to provide reasonable Suggestions for the development of enterprises, and the proportion of adopting staff have put forward opinions and Suggestions, and to adopt the opinions and Suggestions of certain rewards to employees, make employees really participate in themanagement of the enterprise, enhance the staff of the enterprise belonging, at the same time make the employees get the realization of self-worth, make employees in respect of expectations, the realization of self-worth, got fully meet the desire. At the same time, also can create more effective value for the enterprise. Can also set up the system of mutual selection between staff and departments, which respect the wishes of employees, allows employees to have jobs initiative, options, and conducive to business to choose jobs suitable for working people.译文中小企业员工激励机制研究Barney J B摘要“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、椎动和激发的作用，人们称之为激励。

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。

外文翻译--员工激励

毕业论文（设计）外文翻译一、外文原文：原文：Employee MotivationNohria Nitin; Groysberg Boris; Lee Linda-ElingGetting people to do their best work，even in trying circumstances, is one of managers' most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history's most influential thinkers about human behavior -- among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow -- have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didn't have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak -- to learn more about the human brain. Our synthesis of the research suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note. It's hard to argue with the accepted wisdom -- backed by empirical evidence -- that a motivated workforcemeans better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees' overall motivation?We recently completed two major studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses -- a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune 500 companies. To define overall motivation, we focused on four commonly measured workplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organization's ability to meet the four fundamental drives explains, on average, about 60% of employees' variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting the drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardelli's lackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on the drive to acquire at the expense of other drives. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment that interfered with the drive to defend: Employees no longer felt theywere being treated justly. When Nardelli left the company, Home Depot's stock price was essentially no better than when he had arrived six years earlier. Meanwhile Lowe's, a direct competitor, gained ground by taking a holistic approach to satisfying employees' emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but employees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article we'll look more closely at the drivers of employee motivation, the levers managers can pull to address them, and the "local" strategies that can boost motivation despite organizational constraints.The Organizational Levers of MotivationAlthough fulfilling all four of employees' basic emotional drives is essential for any company, our research suggests that each drive is best met by a distinct organizational lever.The reward system. The drive to acquire is most easily satisfied by an organization's reward system -- how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest employees embraced their new company -- to an unusual extent in the aftermath of an acquisition -- in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted effort to better meet the drive to acquire -- that is, by establishing very clear links between performance and rewards.Historically, the company had set high business-performance targets, but incentives had done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vice president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-management organizations in the United States. It was one of the few mid-cap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture. The most effective way to fulfill the drive to bond -- to engender a strong sense of camaraderie -- is to create a culture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWest's silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for both companies, the new structure encouraged people to break old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues -- cutting through the bureaucratic and political processes that can slow decision making at the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortune's list of "100 Best Companies to Work For." The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design. The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging.Cirque du Soleil, is committed to making jobs challenging and fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employeesalso get to say a lot about how performances are staged, and they are allowed to move from show to show to learn new skills. In addition, they get constant collegial exposure to the world's top artists in the field.Performance-management and resource-allocation processes. Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet people's drive to defend. RBS, for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.The Role of the Direct ManagerOur research also revealed that organizations don't have an absolute monopoly on employee motivation or on fulfilling people's emotional drives. Employees' perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their supervisor's control, influence their motivation, but they are discriminating when it comes to evaluating that supervisor's ability to keep them motivated. Employees in our study attributed as much importance to their boss's meeting their four drives as to the organization's policies. In other words, they recognized that a manager has some control over how company processes and policies are implemented.Employees don't expect their supervisors to be able to substantially affect the company's overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within their spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguishbetween top and bottom performers. Similarly, even in a cutthroat culture that doesn't promote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significant limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about what managers should be able to do in meeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates' drives to acquire, bond, and comprehend. However, his subordinates indicated that his ability to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this manager's superior ability to fulfill three of the four drives, his relative weakness on the one dimension damaged the overall motivational profile of his group.Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that company only up to the 56th percentile -- but an improvement on all four drives would blast it up to the 88th percentile.Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers' ability to motivate them as highly, on average, as they rated the organization's ability to fulfill their four drives. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Harvard Business Review，Jul-Aug2008，Vol. 86 Issue 7/8, p78-84二、外文译文：译文：员工激励Nohria Nitin; Groysberg Boris; Lee Linda-Eling让员工将工作做到最好，即使是在令人讨厌的工作环境下，是管理者最持久的挑战。

激励机制英文文献及翻译

英文文献及翻译1. One of the p ri nciple s: i nce ntives to vary fro m perso n to pe rso n Because o f the differe nt needs of diffe re nt s ta ff, the refo re, the same i nce nti ve effec ts of po lic y inc e nti ves will pla y a differe nt. Eve n wi th a s ta ff, at differe nt ti mes or circ ums ta nces, wi ll ha ve diffe re nt needs. Beca use of i nce nti ves depe ndi ng o n the internal and the s ubjec ti ve fee li ngs of the sta ff a re, there fo re, i nce ntive to va ry from perso n to pers o n.In the fo rmula tio n a nd imp le me ntatio n of i nce nti ve po licies, we must firs t i nves tiga te ea c h e mp lo yee clearly wha t is rea llyreq uired. Req uired to orga ni ze, cla ssify, a nd the n to formulate appropria te policies to he lp mo ti vate e mplo yees to me et these needs.2. Two pri ncip les: app rop riate ince nti vesAppropria te i nce nti ves a nd pe na lties wi ll no t affec t the i nce nti ve effe ct, whi le i nc reasi ng the cos t of i nce ntives. A ward o ve rweig ht emplo yees wo uld ha ve to meet the mood of p ride a nd lost the desire to further e nha nce their o wn; re wa rd ince nti ves too lig ht wi ll no t a c hie ve the effec t, o r s o e mplo yees do not ha ve a se nse of atte ntio n. Hea vy pe na lties a re unfair to make emp lo ye es, o r loss of the comp a ny's ide nti ty, o r e ve n s lo w down o r da mage arisi ngfro m the emo tio ns; le nie nc y erro r will undere stimate theserio us ness o f the sta ff, whic h will prob ably make the sa me mistake.3. The p rinciple of three: fairnessThe fai rness of the ma nage me nt s ta ff are a very importa nt principle, e mp lo yees are a ny unfair trea tme nt wi ll a ffe ct his mood and wo rk e fficienc y, a nd e ffecti ve ness o f the i mpact o f i nce ntives. Emplo ye es to obtai n the sa me sco re, we mus t recei ve the sa me le ve l o f ince nti ve s; the sa me toke n, emp lo ye es c ommitted the same e rror, b ut also s ho uld be s ub jec t to the sa me le ve l o fpunis hme nt. If yo u ca n no t do this, ma nage rs wo uld pre fe r no t to rewa rd or p unis hme nt.Ma nagers dea l wi th emp lo yees a t iss ue, mus t ha ve a fair mi nd, sho uld no t ha ve a ny p rejudices a nd p refe re nce s. Altho ug h so me staff ma y a llow yo u to e njo y, some yo u do not e njo y, b ut at work, must be trea ted eq ually a nd s ho uld not ha ve a ny o f the wo rds a nd acts of i njustice.1. S timulate the tra nsfe r o f sta ff fro m the res ults o f eq ua l to eq ual opportuni ties a nd s trive to crea te a le ve l pla yi ng field.For e xa mp le, Wu S hi ho ng at IB M from a clea n s tart wi th the people, s tep b y step to the sa les c lerk to the district perso n i n cha rge, Ge nera l Ma nage r o f Chi na, wha t a re the reaso ns for this? In addi tion to i ndi vidual effo rts, b ut a lso said tha t IB M s ho uld be a good co rpora te c ulture to a stage o f d e velopme nt, that is,eve ryo ne has unlimited oppo rtuni ties fo r de velop me nt, as lo ng a s there is capacity there will be space fo r the de ve lopme nt ofself-imp le me nta tio n, whic h is to do a lot o f co mpa nies are not, this syste m will undo ub ted ly ins pire a g reat role o f the s taff.2. Inspire the best time to grasp.- Take s aim a t p re-orde r i nce nti ve the mis sion to ad va nceince nti ves.- Ha ve Diffic ulties e mp lo yees, desire to ha ve s tro ng de ma nd, to give the ca re a nd time ly e nco urageme nt.3. Wa nt a fai r a nd acc ura te i nce nti ve, re ward- So und, perfec t pe rforma nce appraisa l s ys tem to e ns ure appropria te assess me nt sc ale, fair a nd re aso nab le.- Ha ve to o ve rco me the re is thi nni ng of the huma n pro-wind.- In re fere nc e sa la ry, p romo tio ns, a wa rds, e tc.评优i nvo lve thevi tal i nte res ts of emp lo yees o n ho t i s s ues i n order to be fai r.4. The imp le me nta tio n of Emp lo yee Sto ck Owners hip P la n.Worke rs a nd e mp lo yees i n o rder to do uble the c apacity o finves tors, mo re co nce rned a bo ut the o utco me of b usi nessoperatio ns a nd imp ro ve the i nitiati ve.Modern huma n reso urces ma nag eme nt e xperie nce a nd re searc h sho ws that emp lo ye es a re involved i n mode rn ma nage me ntreq uire me nts a nd aspira tio ns, a nd c rea te a nd p ro videopportuni ties fo r all emplo yees is to mobi li ze the m to pa rticipa te in the ma nage me nt o f a n e ffecti ve wa y to e nthusiasm. There is no doub t tha t very few peop le participate d i n the disc ussio ns o f the act a nd i ts o wn witho ut i nce nti ves. There fore, to a llow tradeunio ns to participate i n the ma nage me nt o f p rope rly, ca n mo ti vate work ers, b ut a lso the s ucce ss of the e nterp rise to ob tain va luab le kno wledge. Thro ug h participatio n, the fo rmatio n of trade unio nson the e nterprise a s e nse of be lo ngi ng, ide nti ty, se lf-e stee m a nd can further mee t the ne eds o f s elf-rea li zatio n. Se t up a nd impro ve emplo yee p articipatio n i n ma nageme nt, the ra tio nali za tio n of the proposed s ys tem a nd the E mplo yee S tock Owne rs hip a ndstre ng the ni ng leaders hip a t a ll le ve ls a nd the e xc ha nge of communica tio n a nd e nha nce the a ware ne ss o f staff to participate in o wne rs hip.5. Ho no r i nce nti veStaff a ttitude a nd co ntrib ution o f labo r to ho nor rewa rds, s uc h as recog nitio n of the mee ting, iss ued certifica te, ho nor ro ll, i n the compa ny's i nterna l a nd e xte rna l p ublicity o n the media repo rts, ho me visi ts co ndo le nces, vi sit sig htseei ng, co nva lesce nce,trai ni ng o ut o f trai ni ng, ac cess to recomme nd ho nor socie ty, selec ted sta rs mode l, s uc h as clas s.6. Co nce rned abo ut the ince nti vesThe staff co ncerned abo ut work a nd li fe, s uc h as the sta ff se t up the birthda y tab le, birthda y ca rds, ge nera l ma nage r of the iss ue of staff, c are s taff or diffic ult a nd p rese nted a sma ll gi ft s ympathy. 7. Co mpeti ti veThe pro mo tion o f e nte rprise amo ng e mp lo yees, de partme nts compete o n a n eq ua l foo ting be twee n the ord erly a nd the s urvi val of the fi ttes t.8. The mate rial i nce nti vesIncrea se their wages, we lfa re, i ns ura nce, b o nuses, i nce nti veho use s, daily ne cessities, wage s p romo tio n.9. Informatio n i nce ntivesEnterp rises to communica te o fte n, i nformatio n amo ng e mplo yees, the idea of co mmunica tio n, i nfo rma tio n s uc h as co nfere nc es, field relea se, e nterp rises repo rte d that the repo rti ng s ys tem, the associatio n ma nage r to re cei ve the s ys tem da te.附录二：翻译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。

员工激励外文翻译文献

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

员工激励理论外文文献及翻译.

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

员工激励英文文献

员工激励英文文献以下是几篇经典的员工激励方面的英文文献：1. Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media.（《人的行为中的内在动机和自我决定》）2. Vroom, V. H. (1964). Work and motivation. New York: Wiley.（《工作和动机》）3. Locke, E. A., & Latham, G. P. (2004). What should we do about motivation theory? Six recommendations for the 21st century. Academy of Management Review, 29(3), 388-403.（《关于动机理论我们应该做什么？21世纪的六大建议》）4. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books.（《驱动力：关于激励我们的绝妙真相》）5. Lawler, E. E. (1994). From job-based to competency-based organizations. Journal of organizational behavior, 15(1), 3-15.（《从基于工作的组织到基于能力的组织》）这些文献涵盖了员工激励的多个方面，包括内在动机、自我决定论、期望理论、奖励机制和组织文化等内容。

您可以根据自己的需求和兴趣选择适合的文献进行阅读。

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。

员工激励英文文献

员工激励英文文献以下是一些关于员工激励的英文文献：1. Perry, S. J., Witt, L. A., & Penney, L. M. (2010). The motivational basis of organizational citizenship behavior: A meta-analytic review. Journal of Applied Psychology, 95(6), 998-1015.2. Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668.3. Eisenberger, R., Cummings, J., Armeli, S., & Lynch, P. (1997). Perceived organizational support, discretionary treatment, and job satisfaction. Journal of Applied Psychology, 82(5), 812-820.4. Lawler, E. E., & Porter, L. W. (1967). The effect of performance on top management incentives. Administrative Science Quarterly, 12(4), 442-449.5. Lockwood, N. R., & Latham, G. P. (1990). Effects of goal setting and self-instructions on self-regulation of learning complex cognitive tasks. Journal of Applied Psychology, 75(6), 533-547.6. Allen, R. S., & Helms, M. M. (2002). Employee perceptions of the relationship between strategy, rewards and organizational performance. Journal of Business Strategies, 19(2), 115-135.7. Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance,and productivity. Journal of Applied Psychology, 93(1), 48-58.8. Lai, Y., Sarros, J. C., & Sachs, S. (2011). Transformational leadership and employee turnover intention: The moderating role of perceived organizational support and trust in the leader. Journal of Organization and Management, 37(3), 392-412.这些文献可以提供关于员工激励的理论基础、方法和实证研究结果等方面的信息，供您参考。

中小企业激励机制外文翻译文献

中小企业激励机制外文翻译文献Title: Incentive Mechanisms for Small and Medium-sized Enterprises: A Review of Foreign LiteratureIntroduction:Small and Medium-sized Enterprises (SMEs) play a crucial role in the growth and development of economies worldwide. In order to boost their performance and ensure long-term success, it is essential to establish effective incentive mechanisms. This article presents a review of foreign literature on incentive mechanisms for SMEs, exploring various strategies and approaches in motivating employees, encouraging innovation, and enhancing overall organizational performance.1. Motivating Employees in SMEs:Motivated employees are key to the success of any organization. Foreign literature suggests that SMEs can adopt several strategies to incentivize their employees effectively. One approach is to implement performance-based incentives, such as bonuses or profit-sharing programs. This not only encourages higher productivity but also fosters a sense of ownership and loyalty among employees.Furthermore, foreign studies emphasize the importance of providing career development opportunities. SMEs can introduce training programs, mentorship initiatives, and performance evaluations to help employees enhance their skills and progress within the organization. Such efforts not only contribute to employee satisfaction but also improve the capability and competitiveness of the SME.2. Encouraging Innovation:Innovation is an essential driver of growth and competitiveness for SMEs. Foreign literature highlights the significance of creating an innovative culture within these enterprises. Incentive mechanisms that promote and reward creative thinking and problem-solving are key to fostering innovation.One effective approach is to establish an innovation reward system, where employees are encouraged to contribute ideas and suggestions. This can be done through idea contests, recognition programs, and financial rewards for successful innovations. Additionally, foreign studies suggest that SMEs can promote collaboration and knowledge-sharing among employees, creating an environment that stimulates innovation and creativity.3. Enhancing Organizational Performance:SMEs face challenges in improving their overall organizational performance due to limited resources and competition. However, foreign literature provides insights into various incentive mechanisms that can address these challenges effectively.Strategic goal-setting is one such mechanism. Setting clear and measurable goals, both for the organization as a whole and individual employees, can enhance performance and increase motivation. Foreign studies suggest linking these goals to performance-based incentives to further enhance productivity and drive success.Additionally, creating a positive work environment is crucial. Recognizing and rewarding employees' efforts and achievements boostsmorale, job satisfaction, and overall organizational performance. SMEs can establish employee appreciation programs, regular feedback mechanisms, and team-building activities to create a supportive and engaging workplace.Conclusion:Incentive mechanisms play a vital role in enhancing the performance and success of SMEs. Based on the review of foreign literature, it is evident that motivating employees, encouraging innovation, and enhancing organizational performance are key focus areas. Adopting performance-based incentives, providing career development opportunities, fostering an innovative culture, and setting clear goals can contribute significantly to the growth and sustainability of SMEs. By implementing effective incentive mechanisms, SMEs can create a productive and motivated workforce, driving their overall success and contributing to economic growth.。

员工激励机制外文翻译文献

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

浅谈私营企业员工激励机制外文参考文献译文及原文doc

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

参见个人的动机相关理论文章。

这个组织的动机是文章发动机专家和作家帕尔宰提供的,这篇文章受到了普遍公认。

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

雇员的动机或问卷调查。

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

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

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

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

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

你的员工可以更主动。

问到他们如何明确建立公司的原则,优先和使命。

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

3、真正激励你的员工,人们常常假定所有的人都出于同样的事情。

其实,我们的动机是一系列因素。

问题包括什么是真正激励员工,也包括了解他们自己的价值观。

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

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

激励机制英文文献和中文翻译

激励机制英文文献和中文翻译第一篇：激励机制英文文献和中文翻译How to Motivate Every Employee---James·CameronIncentive is the core of human resource management.Production and management in the enterprise management, human resources is economic resources with a variety of thoughts, feelings, the most dynamic summation also love that economic resources, but also the soul of enterprise in this organism, therefore, human resources production and management resources than other more important resources, and decisions not only affect the production and operation of enterprises of other economic resources, the value and use, and the province is the enterprise strength of several important components of quality of human resources as a result of production and management in the enterprise economic resources of the status and role, so the effectiveness of corporate governance or the ultimate ideal to achieve the objective should be: every enterprise employees will be able to give top priority to the overall interests of enterprises and business goals , the interests of all willing to contribute their own.Employees of such a mental state of thinking and Normal under oath in order to reflect the difficult, but it is entrepreneurs, managers should be pursued and the ultimate challenge, it is necessary to approach such a state, only through an effective internal incentives.Therefore, the most important task of enterprise management is the human resources management.Traditional personnel management and labor is different from a modern human resources management performance of the main featuresof the “strategic” level:(one)at the strategic guiding ideology of modern human resource management is “people-oriented” management;(two)the strategic objectives modern human resources management in order to “obtain a competitive advantage,” the objectives of management;(three)the scope of the strategy, the modern human resources management is the “full participation in” democratic manag ement;(four)measures in the strategy of modern human resources management is the use of “systematic scientific methods and human art” contingency management.And non-human resources management, compared to human resources management through the “incentives”to achieve, it is the core of human resources management.The so-called “incentive” to meet people from the multi-level and diversified needs of different employees and reward performance standards set value, a maximum staff to stimulate enthusiasm and creativity to achieve the objectives of the Organization.An enterprise of how the use of human resources is determined by many complex factors in the result of the coupling, but the role of management incentives is one of the most important factors.Unlike other non-human resources of the fundamental characteristics of human resources is that it attached to the staff and the existence of the human body, personal moment with the staff can not be separated, such other person or organization to use human resources, both by its natural all the people of “positive take the initiative ”can be achieved with.Therefore, human resources management can “people-oriented” and effectively to stimulate the enthusiasm of employees, to maximize the staff's initiative and creativity, has become the decision of the merits of enterprise production and management of key performance factors and human resourcesmanagement business success core of the problem.Employee incentive measures.Incentives for the management of human resources management in particular, the importance of self-evident.Incentives can be adopted by all of, the enterprises need to attract them;also can make the most of the employees to perform their talents and wisdom;work so as to maintain the effectiveness and efficiency.Incentive not only to make employees feel at ease, and actively work to play it so staff recognition and acceptance of the enterprise goalsand values, the enterprise have a strong sense of belonging.According to the United States, Professor William James of Harvard University study, in the absence of incentive environment, the potential for staff to play out only a small part of that is 20%-30%, first-served basis just to keep their rice bowls;and in a good incentive mechanism for the environment, the same staff can play a potential 80%-90%, it can be seen, so that each employee is always a good incentive environment is the management of human resources development and the pursuit of the ideal state.So how do we inspire employees to effectively correct the times?First,Adhere to people-centered, respect for human nature, and establish and implement the “employee-centric” management concept.“People-oriented, respect for humanity” as a modern management philosophy, emphasizing the ultimate goal of management-to improve the economic efficiency of enterprises on the people behind the management of behavior is no longer a cold cold command type, the compulsory type.But carrying out an incentive, trust, caring, emotional, manager of human nature embodies a high degree of understanding and attach importance to managers as employees can not be purely“economic man” in order to meet their survival needs and material interests of the management an opportunity to but to pay attention to the employees respect the spirit of self-actualization needs at higher level in order to provide creative work and encouraging personality to play to mobilize the enthusiasm of employees, in the equal exchange of lead and establish the concept of corporate management;the external control into self-control, so that each employee to form their own sense of corporate loyalty and a sense of responsibility, so that the value of employees to achieve personal and business survival and development into a passer-by, if the enterprises do not know how to be people-oriented, and lack of basic understanding of human nature and respect for , to the neglect of the personal value of human resources to enable employees to achieve long-term needs of the individual values can not be met or even depression, will not be able to retain the best talent, companies will lose competitiveness.Therefore, we must do the following: Staff carry out regular surveys to understand the extent possible, a matter of concern to employees, especially those relevant to their work, and to win the support and loyalty of staff, and staff to guide the spirit of innovation, attract and retain employees, companies should strive to collect the following the desired information staff: the fairness of work;organizational learning;communication;degree of flexibility and concern;Customer Center;trust and delegation of authority;the effectiveness of management;job satisfaction, the adequacy of support, was placed in a suitable role , and whether or not to feel valuable.Focus on staff remuneration, benefits, working conditions, as well as flexible, to facilitate the preferential arrangements.Enterprises should change with the times, inaddition to the traditional emphasis on staff remuneration, welfare and the improvement of working conditions but also the possibility of other incentives, such as the provision of day care;serving University;tuition grants;shorter working hours in summer;the implementation of employee stock option plan;set up a remote post office and so on.Second, the implementation of a comprehensive compensation strategy to motivate employees to fully.The so-called “comprehensive compensation strategy”, which means the company will pay the salaries of employees classified as “external” and “inherent” in two categories, acom bination of the two is the “full pay”, “external pay ”referring primarily to provide their employees with quantifiable monetary value, for example, the basic wage bonuses, stock options, pension, medical insurance and so on,“ internal pay ”refers to those provided to employees can not be quantified the performance of monetary value of various currencies.For example, work satisfaction, for the completion of its work to facilitate the provision of personal tools, training opportunities, attractive corporate culture, good interpersonal relations, coordination of the work environment, as well as individual recognition, appreciation and so on, external salaries and pay their own internal incentives have different functions.Their contact with each other, complement each other, constitute a complete system of remuneration, practice has proved that as a result of staff-to-business expectations and needs to be comprehensive, which includes not only material needs, but also spiritual needs, and thus the implementation of “full pay” strategy, is an effective model of staff motivation.Third,incentives should be fair, just and eliminateincentives for “big”.Fair and impartial is a fundamental principle of motivation.If you do not fair, improper Prize Award, improper punishment and punishment, not only can not receive the desired results, but will result in many negative consequences, it is necessary to impartial and incorruptible, regardless of affinity, regardless of distance, will be treated equally in order to promote the enthusiasm of the staff along the right direction virtuous circle, as proposed by the United States manage the academic award as the criteria.Only by doing so can enhance the cohesion and centripetal force.At the same time, incentives are clearly ancient times people believed in the basic management principles.In fact if the additional money as wages, as it is unrelated to individual performance and reward, employees feel they deserve it, rather than the result of the efforts, so that people can not be stimulated and motivated.Therefore, the smart managers should do everything possible to reward and recognize performance combine it with the cause of loyalty, dedication to the cause of the close combination of fact, the staff inside the imbalance is that they do good , there are dedicated, but work with people who do not receive the same treatment.This is often not satisfied with the staff and leadership reasons, incentives to companies linked to behavior and employee benefits, the higher the protection of personal value, the greater their income, and through incentives to create a fair competitive environment to increase the comparability of results, and promote up groups.To sum up, the management of enterprises in the use of incentives should be people-oriented, pay attention to and strengthen the strong spirit of enterprise and development of mining resources to improve the workers compensation which the degree of non-material rewards, in thedetermination and implementation of policies and work rules and regulations in, and strive to embody the principle of fair and equitable.Employees should not blindly encourage unrealistic earnings expectations increase, otherwise you will enable enterprises to individual workers or groups of incentives and constraints arising from the difficulties, the effectiveness of decline, more difficult.中文翻译：如何激励每一位员工---詹姆斯·卡梅隆激励是人力资源管理的核心。

激励机制英文文献和中文翻译

How to Motivate Every Employee---James·Cameron Incentive is the core of human resource management.Production and management in the enterprise management, human resources is economic resources with a variety of thoughts, feelings, the most dynamic summation also love that economic resources, but also the soul of enterprise in this organism, therefore, human resources production and management resources than other more important resources, and decisions not only affect the production and operation of enterprises of other economic resources, the value and use, and the province is the enterprise strength of several important components of quality of human resources as a result of production and management in the enterprise economic resources of the status and role, so the effectiveness of corporate governance or the ultimate ideal to achieve the objective should be: every enterprise employees will be able to give top priority to the overall interests of enterprises and business goals , the interests of all willing to contribute their own. Employees of such a mental state of thinking and Normal under oath in order to reflect the difficult, but it is entrepreneurs, managers should be pursued and the ultimate challenge, it is necessary to approach such a state, only through an effective internal incentives. Therefore, the most important task of enterprise management is the human resources management.Traditional personnel management and labor is different from a modern human resources management performance of the main features of the "strategic" level: (one) at the strategic guiding ideology of modern human resource management is "people-oriented" management; (two) the strategic objectives modern human resources management in order to "obtain a competitive advantage," the objectives of management; (three) the scope of the strategy, the modern human resources management is the "full participation in" democratic management; (four) measures in the strategy of modern human resources management is the use of "systematic scientific methods and human art" contingency management. And non-human resources management, compared to human resources management through the "incentives" to achieve, it is the core of human resources management. The so-called "incentive" to meet people from the multi-level and diversified needs of different employees and reward performance standards set value, a maximum staff to stimulate enthusiasm and creativity to achieve the objectives of the Organization. An enterprise of how the use of human resources is determined by many complex factors in the result of the coupling, but the role of management incentives is one of the most important factors.Unlike other non-human resources of the fundamental characteristics of human resources is that it attached to the staff and the existence of the human body, personal moment with the staff can not be separated, such other person or organization to use human resources, both by its natural all the people of "positive take the initiative "can be achieved with. Therefore, human resources management can "people-oriented" and effectively to stimulate the enthusiasm of employees, to maximize the staff's initiative and creativity, has become the decision of the merits of enterprise production and management of key performance factors and human resources management business success core of the problem.Employee incentive measures.Incentives for the management of human resources management in particular, the importance of self-evident. Incentives can be adopted by all of, the enterprises need to attract them; also can make the most of the employees to perform their talents and wisdom; work so as to maintain the effectiveness and efficiency. Incentive not only to make employees feel at ease, and actively work to play it so staff recognition and acceptance of the enterprise goalsand values, the enterprise have a strong sense of belonging. According to the United States, Professor William James of Harvard University study, in the absence of incentive environment, the potential for staff to play out only a small part of that is 20% -30%, first-served basis just to keep their rice bowls; and in a good incentive mechanism for the environment, the same staff can play a potential 80% -90%, it can be seen, so that each employee is always a good incentive environment is the management of human resources development and the pursuit of the ideal state. So how do we inspire employees to effectively correct the times?First,Adhere to people-centered, respect for human nature, and establish and implement the "employee-centric" management concept."People-oriented, respect for humanity" as a modern management philosophy, emphasizing the ultimate goal of management - to improve the economic efficiency of enterprises on the people behind the management of behavior is no longer a cold cold command type, the compulsory type. But carrying out an incentive, trust, caring, emotional, manager of human nature embodies a high degree of understanding and attach importance to managers as employees can not be purely "economic man" in order to meet their survival needs and material interests of the management an opportunity to but to pay attention to the employees respect the spirit of self-actualization needs at higher level in order to provide creative work and encouraging personality to play to mobilize the enthusiasm of employees, in the equal exchange of lead and establish the concept of corporate management; the external control into self-control, so that each employee to form their own sense of corporate loyalty and a sense of responsibility, so that the value of employees to achieve personal and business survival and development into a passer-by, if the enterprises do not know how to be people-oriented, and lack of basic understanding of human nature and respect for , to the neglect of the personal value of human resources to enable employees to achieve long-term needs of the individual values can not be met or even depression, will not be able to retain the best talent, companies will lose competitiveness. Therefore, we must do the following: Staff carry out regular surveys to understand the extent possible, a matter of concern to employees, especially those relevant to their work, and to win the support and loyalty of staff, and staff to guide the spirit of innovation, attract and retain employees, companies should strive to collect the following the desired information staff: the fairness of work; organizational learning; communication; degree of flexibility and concern; Customer Center; trust and delegation of authority; the effectiveness of management; job satisfaction, the adequacy of support, was placed in a suitable role , and whether or not to feel valuable.Focus on staff remuneration, benefits, working conditions, as well as flexible, to facilitate the preferential arrangements. Enterprises should change with the times, in addition to the traditional emphasis on staff remuneration, welfare and the improvement of working conditions but also the possibility of other incentives, such as the provision of day care; serving University; tuition grants; shorter working hours in summer; the implementation of employee stock option plan; set up a remote post office and so on.Second, the implementation of a comprehensive compensation strategy to motivate employees to fully.The so-called "comprehensive compensation strategy", which means the company will pay the salaries of employees classified as "external" and "inherent" in two categories, acombination of the two is the "full pay", "external pay "referring primarily to provide their employees with quantifiable monetary value, for example, the basic wage bonuses, stock options, pension, medical insurance and so on," internal pay "refers to those provided to employees can not be quantified the performance of monetary value of various currencies. For example, work satisfaction, for the completion of its work to facilitate the provision of personal tools, training opportunities, attractive corporate culture, good interpersonal relations, coordination of the work environment, as well as individual recognition, appreciation and so on, external salaries and pay their own internal incentives have different functions. Their contact with each other, complement each other, constitute a complete system of remuneration, practice has proved that as a result of staff-to-business expectations and needs to be comprehensive, which includes not only material needs, but also spiritual needs, and thus the implementation of "full pay" strategy, is an effective model of staff motivation.Third,incentives should be fair, just and eliminate incentives for "big".Fair and impartial is a fundamental principle of motivation. If you do not fair, improper Prize Award, improper punishment and punishment, not only can not receive the desired results, but will result in many negative consequences, it is necessary to impartial and incorruptible, regardless of affinity, regardless of distance, will be treated equally in order to promote the enthusiasm of the staff along the right direction virtuous circle, as proposed by the United States manage the academic award as the criteria. Only by doing so can enhance the cohesion and centripetal force. At the same time, incentives are clearly ancient times people believed in the basic management principles. In fact if the additional money as wages, as it is unrelated to individual performance and reward, employees feel they deserve it, rather than the result of the efforts, so that people can not be stimulated and motivated. Therefore, the smart managers should do everything possible to reward and recognize performance combine it with the cause of loyalty, dedication to the cause of the close combination of fact, the staff inside the imbalance is that they do good , there are dedicated, but work with people who do not receive the same treatment. This is often not satisfied with the staff and leadership reasons, incentives to companies linked to behavior and employee benefits, the higher the protection of personal value, the greater their income, and through incentives to create a fair competitive environment to increase the comparability of results, and promote up groups.To sum up, the management of enterprises in the use of incentives should be people-oriented, pay attention to and strengthen the strong spirit of enterprise and development of mining resources to improve the workers compensation which the degree of non-material rewards, in the determination and implementation of policies and work rules and regulations in, and strive to embody the principle of fair and equitable. Employees should not blindly encourage unrealistic earnings expectations increase, otherwise you will enable enterprises to individual workers or groups of incentives and constraints arising from the difficulties, the effectiveness of decline, more difficult.中文翻译：如何激励每一位员工---詹姆斯·卡梅隆激励是人力资源管理的核心。

人力资源管理激励机制的参考文献

人力资源管理激励机制的参考文献人力资源管理激励机制的参考文献参考文献1. Armstrong, M. (2014). Armstrong's handbook of reward management practice: Improving performance through reward. Kogan Page Publishers.Armstrong在本书中系统地阐述了激励机制的理论和实践。

他强调了激励对于改善组织绩效的重要性，并提出了各种奖励和激励手段的实际操作方法。

这本书对于从事人力资源管理的专业人士来说是一部非常有价值的参考书。

2. Lawler, III, E. E., & Worley, C. G. (2006). Built to change: How to achieve sustained organizational effectiveness. John Wiley & Sons.在这本书中，Lawler和Worley讨论了如何构建一个能够持续有效运作的组织。

他们提出了激励机制作为实现组织变革和持续竞争优势的关键手段。

他们的观点为我们理解激励机制在组织发展中的重要作用提供了新的视角。

3. Deci, E. L., & Ryan, R. M. (2002). Handbook of self-determination research. University of Rochester Press.Deci和Ryan在本书中着重探讨了自主动机理论对于激励的影响。

他们的研究揭示了个体自主性对于激励效果的重要性，这对于我们设计有效的激励机制具有重要的启示意义。

4. Latham, G. P., & Ernst, C. T. (2006). Work motivation: History, theory, research, and practice. Sage Publications.Latham和Ernst的这本书系统地回顾了工作动机的历史、理论和实践。

员工激励机制外文文献

员工激励机制参考文献2018-2023 年

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