管理学—员工激励(英文
激励员工 英语作文
激励员工英语作文Title: Strategies for Motivating Employees。
Employee motivation is a crucial aspect of organizational success. A motivated workforce is more productive, innovative, and engaged, leading to higher overall performance and profitability. In this essay, we will explore various strategies for motivating employees and enhancing their job satisfaction.Firstly, recognition and rewards play a significantrole in motivating employees. Acknowledging their contributions, whether through verbal praise, certificates, or performance-based bonuses, helps boost morale and encourages them to continue performing at their best. Additionally, creating a culture of appreciation where colleagues celebrate each other's achievements fosters a positive work environment.Secondly, providing opportunities for growth anddevelopment is essential for employee motivation. Offering training programs, workshops, and career advancement opportunities demonstrates a commitment to employees' professional growth. When employees see a clear path for advancement and skill enhancement, they are more motivated to invest their time and effort in their roles.Moreover, fostering open communication and feedback channels is vital. Employees should feel comfortable expressing their ideas, concerns, and feedback without fear of reprisal. Regular feedback sessions, both formal and informal, enable managers to understand employees' needs and make necessary adjustments to improve job satisfaction.Furthermore, promoting work-life balance contributes significantly to employee motivation. Encouraging flexible work arrangements, such as telecommuting options orflexible hours, helps employees manage their personal and professional responsibilities more effectively. When employees feel supported in achieving a healthy work-life balance, they are more motivated and engaged at work.In addition to these strategies, creating a positive organizational culture is key to sustaining employee motivation. A culture that values diversity, inclusivity, and mutual respect fosters a sense of belonging and encourages employees to contribute their best efforts. Celebrating achievements, fostering teamwork, and promoting a collaborative environment contribute to a positive organizational culture.Another effective strategy for motivating employees is setting clear goals and expectations. When employees have a clear understanding of what is expected of them and how their contributions contribute to the organization's success, they are more motivated to perform well. Regularly revisiting and revising goals ensures alignment with the organization's objectives and keeps employees motivated and focused.Lastly, leading by example is crucial for motivating employees. Managers and leaders who demonstrate passion, integrity, and a strong work ethic inspire their teams to do the same. By exhibiting positive behaviors and values,leaders create a motivating environment where employeesfeel inspired to excel.In conclusion, employee motivation is a multifaceted aspect of organizational management. By implementing strategies such as recognition and rewards, providinggrowth opportunities, fostering open communication, promoting work-life balance, cultivating a positive culture, setting clear goals, and leading by example, organizations can effectively motivate their employees and enhanceoverall performance and productivity.。
格里芬管理学英文题库领导职能及其答案
格里芬管理学英文题库：领导职能第16章员工激励与绩效的管理1、Individual job performance is determined by motivation and environment.1)TRUE2)FALSE2、The motivation process begins with1)Efforts to fulfill needs.2)A need deficiency.3)Evaluation of need satisfaction.4)Performance.5)None of the above 3、Hygiene factors are related to the1)Work content.2)Work environment.3)Esteem needs.4)Growth needs.4、According to Maslow, when the needs at a particular level are met, these needs are no longer a motivator, and the next higher level of needs becomes operative.1)TRUE2)FALSE5、Self-actualization needs are the most difficult for a manager to address.1)TRUE2)FALSE6、The Japanese used to have lifetime employment with one company. But in the 90s the Japanese economy experienced serious setbacks and Japanese workers were forced to address _____ needs previously almost guaranteed.1)Physiological2)Belongingness3)Security4)Self-actualization7、According to Herzberg’s two-factor theory of motivation, which of the following is a motivator?1)Pay2)Working conditions3)Hygiene factors4)An opportunity to show what you can do5)A quality supervisor8、Ellen claims her job is so easy she goes to work to relax after a busy weekend. She says she’ll never retire. Using Herzberg’s theory of motivation1)Ellen needs to satisfy her actualization need.2)Existence is the need most important to Ellen.3)Hygiene factors are more important to Ellen than motivators.4)The need for affiliation motivates Ellen.5)Ellen has a high effort-to-performance expectancy level.9、Students who want their exams graded and returned as soon as possible probably have a high need for1)Power.2)Affiliation.3)Security.4)Achievement.10、People with a strong need for power prefer jobs that offer a chance to make friends.1)TRUE2)FALSE11、The extent to which an individual wants a particular outcome is1)Valence.2)Outcome.3)Expectancy.4)Performance.12、Which of the following factors would most likely cause an employee to havea low effort-to-performance expectancy?1)The company keeps its pay schedules secret.2)The employee perceives his or her ability as low. Management increases standards for receiving a bonus when workers start increasing productivity.3)It is a well-known fact that the organization pays below industry standards.4)The employee feels that the organization’s reward is not adequate.13、Treating everyone the same is fair according to equity theory.1)TRUE2)FALSE14、When A&P employees earn large bonuses based upon high rates of efficiency, this is an example of addressing __________ expectancy.1)Effort-to-valence2)Effort-to-performance3)Performance-to-outcome4)Performance-to-valence15、Nate perceives that no matter how much he studies he won’t do as well as Carol on the test. What makes it worse is Carol doesn’t even study. According to equity theory Nate will1)Study harder.2)Lower his goal.3)Tell Carol to study.4)Study with Carol.5)None of the above16、The least productive way to get employees to perform desired behaviors is to use1)Positive reinforcement.2)Avoidance.3)Punishment.4)Extinction.17、Raj sells office-management software to people in the medical profession. His sales manager has advised Raj that one of his goals this year should be to increase the time he spends on after-the-sale service. Raj sees after-the-sale service as a poor use of time that could be used to sell. In terms of the goal-setting theory, the likelihood that Raj will achieve his sales manager’s goal is low due to a lack of goal1)Consistency and uniformity.2)Congruity and consistency.3)Acceptance and commitment.4)Difficulty and acceptance.5)Conformity and flexibility.18、Positive reinforcement will strengthen behavior.1)TRUE2)FALSE19、Behavior modification is a technique of applying the concepts of the __________ model of motivation.1)Reinforcement2)Equity3)Goal-setting4)Porter-Lawler20、At the U. S. Military Academy cadets receive demerits if they show up to class late,don’t keep their rooms clean, and numerous other offenses. This is an example of1)Positive reinforcement.2)Punishment.3)Avoidance.4)Extinction.5)An extrinsic reward.21、A fixed-interval schedule provides the least incentive for good work.1)TRUE2)FALSE22、The two methods of reducing the frequency of behavior are punishment and avoidance.1)TRUE2)FALSE23、Oscar likes to pass along gossip about coworkers to his supervisor. However, his supervisor just ignores his comments and keeps talking about work-related issues. His supervisor is using _____ to weaken Oscar’s behavior.1)Punishment2)Extinction3)Avoidance4)Resentment5)Denial24、Robyn sells real estate for a large franchised organization. She likes the fact that she is allowed to set her own work goals, make decisions, and solve problems having to do with the houses that her customers are buying and selling. The real estate company for which Robyn works uses _____ to enhance employee motivation.1)Empowerment2)Autonomy3)Self-relevance4)Employees’ need for affiliation5)Employees’ need for self-actualization 25、Flexible work schedules, the 4/40 workweek, job sharing, and home-based work are all examples of what the text calls1)Work redesign plans.2)Goal-setting theory issues.3)Alternative work arrangements.4)Behavior modification plans.5)Organizational modifications.26、Employees work harder when earnings are1)Based upon seniority.2)Higher than average.3)Based upon performance.4)Equal for everyone in the organization.27、Incentive pay plans result in permanent increases to an employee’s base compensation at the end of the year.1)TRUE2)FALSE28、An organization that pays two workers doing the same job a different wage because one has the ability to perform more tasks than the other is using a gain-sharing pay system.1)TRUE2)FALSE29、Which of the following is a basic characteristic of an effective reward system?1)Rewards are distributed fairly.2)The reward system offers various ways to satisfy individual needs.3)The rewards satisfy employees’ basic needs.4)The rewards are comparable to those offered by other organizations in the immediate area.5)All of the above30、Employee Stock Ownership Plans (ESOPs) represent a group-level performance plan whereby employees are gradually given a stake in ownership of a corporation.1)TRUE2)FALSE第17章领导和影响的过程1、Leadership is1)A process.2)A property.3)Using influence to shape behavior without using force.4)A set of characteristics found in people who are leaders.5)All of the above.2、A person cannot be a manager without also being a leader.1)TRUE2)FALSE3、Which of the following is an example of an individual who is leading?1)A person identifying defects2)A person organizing staff functions3)A friend convincing you to try a new restaurant4)A person planning detailed evaluations5)All of the above4、All managers have legitimate power.1)TRUE5、Using power by the method of information distortion is sometimes considered unethical.1)TRUE2)FALSE6、Power derived from one’s position within the organizational hierarchy is referred to as__________ power.1)Referent2)Expert3)Legitimate4)Authority7、A boss ni cknamed the “Ax Man” by his employees would most likely use _____ power frequently.1)Expert2)Legitimate3)Referent4)Reward5)Coercive8、Actor Ronald Regan became a president. Wrestler Jessie Ventura became a governor. There is a political theory that because of the _____ powers these men have, their election to public office was virtually guaranteed.1)Referent2)Expert3)Legitimate4)Coercive5)Reward9、When an employee does what she is asked to do because she wants to earn a bonus, her behavior is in fluenced primarily by the leader’s use of _____ power.1)Reward2)Coercive3)Expert5)Legitimate10、The more a manager uses coercive power, the more1)Power he/she has.2)Authority he/she has.3)He/she is not leading.4)He/she is leading.11、Andrea, the deputy director of public relations, has been with the firm 27 years. Her primary power is1)Referent.2)Expert.3)Legitimate.4)Coercive.5)Reward.12、A person can have power without using it.1)TRUE2)FALSE13、The trait approach to leadership has identified a small set of personal characteristics that accurately predict leader success.1)TRUE2)FALSE14、Favorableness of situation is determined from the point of view of the1)Subordinates.2)Leader.3)Peers.4)Organization.15、Situational models assume there is one best style of leadership.1)TRUE2)FALSE16、When a leader’s style and the situation do not match, Fiedler argues that the manager should change his/her style.1)TRUE2)FALSE *correct answer17、A participative leader would be preferred by an employee with a high internal locus of control.1)TRUE2)FALSE18、Daniel has been appointed leader of a project task force. His legitimate power in this position is minimal. The task is unstructured since no guidelines exist for the project. Also, Daniel has had some personality clashes with some of the task force members, so leader-member relations are poor. According to Fiedler’s LPC theory, what type of leadership style is appropriate in this situation?1)Relationship-oriented2)Task-oriented3)Participative4)Transformational leadership5)None of the above19、Frank refers to Dan as his “go to guy.” When the project is critical Dan gets the job.This is an example of_____ approach to leadership.1)Path-goal2)Leader-member exchange3)Vroom-Yetton-Jago4)Substitutes for leadership5)Life cycle theory20、One of the problems with many family-owned businesses is that the father or mother who started the business uses a(n) _____ leader behavior. Sons and daughters who are brought into the business are still treated as children rather than as equals. The members of the newer generation are told what to do, how to do it, and when it should be done.1)Directive2)Supportive3)Participative4)Achievement-oriented5)Relationship-oriented21、An important situational variable in Vroom’s decision tree model is1)Number of subordinates.2)Time.3)Locus of control.4)Self-efficacy.22、Subordinates who are in the in-group tend to have better job performance.1)TRUE2)FALSE23、President Clinton was an example of a _____ leader who set high expectations for the country and energized others to achieve his expectations while maintaining a high level of sympathy and understanding with the American public, although his overall success is debatable.1)Charismatic2)Figurehead3)Symbolic4)Integrative5)Participative24、A formal, inflexible reward system may neutralize leader behavior.1)TRUE2)FALSE25、Self-confidence is an important characteristic of __________ leadership.1)Task2)Employee-centered3)Substitute4)Charismatic26、Charismatic leaders would make extensive use of their referent power.1)TRUE2)FALSE27、Which of the following forms of political behavior is most likely to involve giving something to someone in exchange for that person’s support?1)Persuasion2)Inducement3)Creation of an obligation4)Coercion5)Campaigning28、Direct and intentional efforts to enhance one’s image in the eyes of others is1)Impression management.2)Creation of an obligation.3)A leader-member exchange.4)Use of legitimate power.29、Managers can reduce political behavior by1)Using coercive power.2)Providing feedback to subordinates.3)Keeping tight control of subordinates.4)Keeping arguments behind closed doors.30、Political behavior occurs at all levels and in all directions within organizations.1)TRUE2)FALSE第18章人际关系与沟通的管理1、The difference between communication and effective communication is mutual understanding.1) TRUE2) FALSE2、Managers spend more than half of their time communicating.1) TRUE2) FALSE3、Good interpersonal relations within an organization are often a source of1) Conflict.2) Synergy.3) Entropy.4) Jealousy.4、Combining oral and written communication is often too confusing to be effective.1) TRUE2) FALSE5、When the message to an employee is personal, non-routine, and brief, the most appropriate form of communication is a formal letter.1) TRUE2) FALSE6、One disadvantage of oral communication is that it can lack accuracy.1) TRUE2) FALSE7、“Noise” during communication occurs1) All during the process.2) During transmission of the message.3) During encoding.4) During decoding.8、Non-managers use horizontal communication more often than managers.1) TRUE2) FALSE9、In your office, it is not necessary for all members of your staff to communicate directly with each other. In fact, the most effective communication takes place when each subordinate talks only with you because the work to be done is relatively simple. According to the research on communications networks, what type of network would be most effective in your office?1) Chain2) Y3) Circle4) All-channel5) Wheel10、The content of __________ communication is often suggestions and complaints.1) Downward2) Horizontal3) Upward4) Nonverbal11、A manager not physically in the office is likely to be cut out of the grapevine; which is good because the grapevine is gossip.1) TRUE2) FALSE12、Managers who rely heavily upon electronic communication give up valuable1) Informal communication.2) Time.3) Feedback.4) Encoding.13、You have a job interview in which you and the interviewer sit in two armchairs with nothing between you. The room is bright and tastefully decorated. These characteristics are all part of the form of nonverbal communication called image.1) TRUE2) FALSE14、When a line supervisor of the day shift coordinates with the line supervisor of the night shift they are engaging in _____ communication.1) Vertical2) Upward3) Downward4) Horizontal5) Transactional15、A work team composed of various functional managers would tend to encourage1) Horizontal communication.2) Professional jargon.3) Downward communication.4) Effective communication.5) A managerial grapevine.16、Which of the following is an example of downward communication?1) Employee suggestion box2) Expense account filed by a sales representative with her supervisor3) Standard operating procedure4) Letter to the editor in the company newsletter5) Absenteeism report from the clerk who keeps employee records17、Which of the following is likely to occur if electronic communication is used at the expense of face-to-face meetings and conversations?1) It will be harder to build a strong organization culture.2) It will be harder to develop solid working relationships.3) It will be harder to create a mutually supportive atmosphere of trust andcooperation.4) It will be easier for members of the organization to work from widelyseparated locations.5) All of the above18、A common individual barrier to communication is1) Semantics.2) Timing.3) Noise.4) Inconsistency.19、Recent research has shown that the information carried in the organizational grapevine is very inaccurate.1) TRUE2) FALSE20、Over 90 percent of the meaning of a message is transmitted through nonverbalcommunication.1) TRUE2) FALSE21、When a CEO meets with the board of directors, this is an example of management by wandering around.1) TRUE2) FALSE22、If a manager decided to respond to a grapevine by _____, it would most likely be a waste of his or her time.1) Determining who the key people in it are2) Trying to get information from it3) Testing employee reactions to various bits of untrue gossip4) Attempting to control the kind of information in it5) Attempting to eliminate it23、Grapevines are found only in very large organizations.1) TRUE2) FALSE24、Edward Lewis, CEO of Essence Communications, strolls around the organization and starts spontaneous conversations with employees and others involved with the company. He says it allows him to keep his finger on the pulse of the organization. Lewis engages in1) Management by objective.2) Formal grapevine management.3) Management by exception.4) Management by wandering around.5) Participative management.25、If you want to engage in successful negotiations, one of the important rules to follow is to have the negotiation meeting held in your offices rather than in the office of the party with whom you are negotiating. This is an example of the use of1) Nonverbal communication.2) Transactional communication.3) Oral communication.4) Status differences as a barrier to communication.5) Noise.26、Maurice asked Lyle if he had calculated the activity ratios for the last quarter. Lyle said that he had because he had calculated turnover ratios. The much broader definition of activity ratios that Maurice assigned to the term led to a communication problem caused by1) Jargon.2) Semantics.3) Synergetics.4) Overload.5) Dialog.27、Bill and Dave are working on a problem, but they are having trouble getting through to each other because one of them thinks the problem is a promotional problem and the other thinks it is a distribution problem. The barrier causing this ineffective communication is different perceptions.1) TRUE2) FALSE28、When Bill arrived at work he had 159 email messages. He quickly deleted most of them. But accidentally deleted an important one. His mistake was most likely due to1) Overload.2) Poor listening skills.3) Status or power differences.4) Semantics.5) Reluctance to communicate.29、Which of the following sender techniques for improving communication is probably most important?1) Maintaining credibility2) Being sensitive to the other person’s position3) Being aware of the meanings others may place on words4) Providing channels for feedback5) Practicing30、Ramon plays golf with his coworkers every Friday. Managers should _____ such informal interaction because _____.1) Encourage; it promotes strong culture and enhances understanding2) Discourage; it promotes gossip3) Encourage; golf relaxes people4) Discourage; it promotes the grapevine5) Discourage; some people are too competitive at golf and it will causefriction格里芬管理学英文题库答案领导职能第16章1 ~10：2，2，2，1，1；3，4，3，4，2；11~20：1，2，2，3，2；3，3，1，1，2；21~30：1，2，2，1，3；3，2，2，5，1。
《管理学》专业词汇中英文对照ABC
第二部分专业词汇中英文对照AAbsenteeism 缺勤，旷工Acceptance of authority权威的认可Accommodation 顺应（对待冲突的策略）Achievement-oriented leader 成就导向型领导者Acid test ratios 速动比率Acquisition 并购，收购Active listening 积极倾听Activities 活动Adjective rating scales描述性评分表Affective component of an attitude 态度的情感成分Affirmative action programs 确认行动计划，积极行动方案Age Discrimination in Employment Act 反就业年龄歧视法案Agreeableness 随和Agriculture wave 农业化阶段，农业时代Americans with Disabilities Act 美国人对待残疾法案Analytic decision-making style 分析型决策制定风格Answering questions 回答问题Anthropology 人类学Assaults 袭击，攻击Assertiveness 专断，肯定，强制取向（划分解决冲突风格的维度）Assumed similarity 假定相似性Attentional processes 注意过程Attitudes 态度Attribution theory 归因理论Authority 职权，权威Autocratic style of leadership 专制式领导，独裁式领导Autonomy 自主，自主权Availability heuristic 只利用现有信息决策的取巧途径，以易代难倾向Avoidance 回避，规避BBaby boomers 婴儿潮Bargaining strategies 争价策略，谈判策略Barriers to communication沟通障碍Basic corrective action彻底纠错行动Behavioral component of an attitude 态度的行为成分Behavioral science theorists 行为科学理论家Behavioral style of decision making 行为型决策制定风格Behavioral theories of leadership 行为领导理论Behaviorally anchored rating scales (BARS) 行为定位评分法Behavior-related symptoms行为表征Benchmarking 标杆瞄准，基准化Big five model 五因素模型，大五模型Board representatives 员工代表Body language 身体语言“Boiled frog phenomenon”“煮青蛙现象”Borderless organizations无边界组织（内部）Boundaryless organization无界组织Bounded rationality 有限理性Brainstorming 头脑风暴法Break-even analysis 盈亏平衡分析Broad-banding 基于员工能力付酬的一种方式Bureaucracy 官僚行政组织Bureaucratic control 行政控制Business evaluation method 企业评估方法C“Calm waters” metaphor“风平浪静”观Career 职业生涯Centralization 集权，集中Certainty 确定性Chain of command 指挥链Change agent 变革推动者Change 变革，改革，变化Changing economy 变化的经济Channel 渠道，媒介Charismatic leadership theory 魅力型领导理论Civil Rights Act 民权法案Clan control 文化控制Classical approach 经典观念，经典学派Closed system 封闭系统Coach 教练Code of ethics 道德规范Coercive power 强制权力，强制权Cognitive component of an attitude 态度的认知成分Cognitive dissonance 认知失调Collaboration 合作（对待冲突的策略）Combination strategy 组合战略Communication differences沟通差异Communication process 沟通过程Communications 沟通Compensation 薪酬Compensation administration薪酬管理Competence 技能，专长，能力，胜任特征Competency-based compensation 基于能力的报酬Competitive advantage 竞争优势Competitive intelligence竞争情报Competitive strategy 竞争战略Conceptual skills 概念技能，抽象能力Conceptual style of decision making 概念型决策制定风格Concurrent control 并行控制，同期控制Conflict management 冲突管理Conflict managers 冲突管理者Conflict 冲突Conscientiousness 正直，尽责Consideration 关心，关怀Consistency 一贯性Consultants 顾问，咨询者Contingency approach 权变观念，权变学派Contingency theories of leadership 权变领导理论Contingency variable 权变变量Contingent workforce 应急工，临时工Continuous improvement 持续改进，不断改进Contract workers 合同工Control 控制Controlling 控制职能Cooperativeness 合作取向（划分解决冲突风格的维度）Core competency 核心能力，核心专长Core employees 核心员工Cost-leadership strategy成本领先战略Creative-thinking skills创造思维能力Creativity 创造力Critical incidents 关键事件法Critical path scheduling analysis 关键路径计划分析法Critical path 关键路径Crossword comprehension填字游戏，纵横字谜理解Current ratio 流动比率Customer departmentalization 按顾客划分部门Customer service 顾客服务Customer-responsive culture 顾客响应文化DData Protection Act 数据保护法案Debt to assets ratio 资产负债率Decentralization 分权，分散Decision criteria 决策准则Decision implementation 决策实施Decision making 决策制定Decision-making process决策制定过程Decision-making styles 决策风格Decision trees 决策树Decisional entrepreneur决策方面的创业家角色Decoding 解码Delegation 授权Democratic style of leadership 民主式领导Democratic-consultative leader 民主咨询式领导者Democratic-participativeleader 民主参与式领导者Departmentalization 划分部门，部门化Design 设计Deterrence-based trust 基于威慑的信任Devil’s advocate吹毛求疵者Differentiation strategy差异化战略Direct supervision 直接监督Directional plans 指导性计划Directive leader 指示型领导者Directive style of decision-making 指示型决策制定风格Discipline 纪律Disseminator 传播者Distinctiveness 独特性Distributive bargaining分配型讨价还价，零和分配争价Disturbance handler 故障排除者Division of labor 劳动分工Downsizing 缩小规模Dysfunctional conflict 功能失调的冲突，不利的冲突Ee-business 电子企业，虚拟企业e-commerce 电子商务Economic order quantity (EOQ) 经济定货批量Economics 经济学Effectiveness 效果Efficiency 效率Elderly 年长者，老年人Electronic meeting 电子会议E-mail 电子邮件E-manufacturing 电子制造Emotional intelligence (EI) 情商Emotional stability 情绪稳定Emotions 情绪Employee assessment 员工评价Employee assistance programs (EAPs) 员工帮助计划Employee benefits 员工福利Employee counseling 员工咨询Employee oriented 员工导向的Employee theft 员工偷窃Employee training 员工培训Employment planning 招聘计划，雇佣计划Empowerment skills 赋权技巧Empowerment 赋权Encoding 编码English-only rules 仅使用英语进行交流Entrepreneurs 企业家，创业家Entrepreneurship 创业Environmental scanning 环境扫描e-organization 虚拟组织Equal Pay Act 平等工资法案Equity theory 公平理论Escalation of commitment过度承诺Esteem needs 尊重需要Ethics 道德Events 事件Expectancy theory 期望理论Expert power 专家权力，专长权Expert systems 专家系统Expertise 专业知识，专门技术Extinction 消除Extranets 企业外网，广域网Extroversion 外向FFair labor standards Act公平劳动标准法案Family and Medical Leave Act家庭和医疗假期法案Federal Electronic Communications Privacy Act 联邦电子通讯隐私法案Feedback 反馈Feedback control 反馈控制Feedforward control 前馈控制Fiedler contingency leadership model 菲德勒权变领导模型Figurehead 挂名首脑Filtering （信息）过滤First-line managers 基层管理者，一线管理者Fixed-point reordering system 定点定货系统Flexibility 灵活性Flextime 弹性工作时间Focus strategy 集中化战略Forcing 强制（对待冲突的策略）Formal planning 正式计划Free-market democracies自由市场经济Functional conflict 有利的冲突Fundamental attribution error 基本归因错误Future orientation 未来导向GGantt Chart 甘特图Gender differences 性别差异General administrativetheorists 一般行政管理理论家Geographic departmentalization 按地区划分部门Global Leadership and Organizational Behavioral Effectiveness (GLOBE) 全球领导与组织行为效果Global village 地球村Globalization 全球化Goal-setting theory 目标设定理论Gossip 流言Grand strategies 总体战略Grapevine 小道消息Great Depression 大萧条Group 群体，小组Group behavior 群体行为Group cohesiveness 群体内聚力，群体凝聚力Group decision making 群体决策Group-order ranking 分组排序法Groupthink 趋同思维Growth strategy 增长战略HHalo effect 晕轮效应Harvesting 收回（投资）Heuristics 取巧途径，倾向Hierarchy of needs theory 需要（求）层次理论Homicide 行凶，杀人Honest 诚实Hostile environment 敌对的环境Human relations view of conflict 冲突的人际观Human resource inventory report 人力资源储备报告Human resource management(HRM)人力资源管理Humane orientation 人本导向Hygiene factors 保健因素IIdentification-based trust 基于认同的信任Ill-structured problems非结构化问题Immediate corrective action 立即纠错行动Immigration Reform and Control Act 移民改革和控制法案Individual ranking 个人排序法Individualism vs. collectivism 个人主义与集体主义Industrial engineering 工业工程Industrial Revolution 产业革命，工业革命Industrialization wave 工业化阶段，工业时代Informal planning 非正式计划Information handling 信息处理Information overload 信息超载Information technologists信息技术专家Information technology (IT) 信息技术Information wave 信息化阶段，信息时代Informational monitor 信息方面的监控者角色In-group collectivism 圈内集体主义，圈内合作Initiating structure 定规结构Innovation 创新Integrative bargaining整合型讨价还价，共赢争价Integrity 正直Intellectual property 智力资源Interactionist view of conflict 冲突的互动观Intergroup development 团际发展，组际发展Internet 因特网Interpersonal demands 人际需求Interpersonal skills 人际技能Interview 面试，访谈Intranets 企业内网，局域网Intrapreneurs 内企业家，内部创业者Intrinsic task motivation内在工作动机Inventory turnover ratios库存周转率ISO 9000 series ISO 9000 系列JJargon 技术用语，行话Job analysis 职务分析，工作分析Job characteristics model (JCM)职务特征模型，工作特征模型Job description 职务描述，工作描述Job enrichment 职务丰富化，工作丰富化Job involvement 工作投入Job satisfaction 工作满意度Job sharing 职务分担，工作分担（分享）Job specification 职务说明，工作说明Just-in-time (JIT) inventory systems 准时制库存系统KKaizen 改善Kanban 看板Karoshi 劳累过度而猝死Knowledge-based trust 基于了解的信任Knowledge management 知识管理Knowledge workers 知识工人LLabor relations 劳工关系Labor supply 劳动力供应Laissez-faire style of leadership 放任式领导Language 语言Layoffs 裁员Layoff-survivor sickness裁员幸存者心态（综合症）Leader-participation model 领导者参与模型Leaders 领导者Leadership 领导Leading 领导职能Learning 学习Learning organization s学习型组织Least-preferred co-worker (LPC) questionnaire 最难共事者问卷Legitimate power 法定权力，法定权Leverage ratios 财务杠杆比率Leverage test 杠杆能力测试Liaison 联络者Line authority 直线职权Linear programming 线性规划Liquidity 流动Liquidity test 流动性测试Load chart 负荷图Locus of control 控制中心，控制点Long-term plans 长期计划Long-term vs. short-term orientation 长期（短期）倾向Loyalty 忠心，忠诚MMachiavellianism (“Mach”)马基雅维里主义Management 管理Management by objectives (MBO) 目标管理Management by walking around (MBWA) 走动管理Management charter initiative (MCI) 管理宪章运动（英国研究管理能力的组织）Management competencies 管理能力Management processes 管理过程，管理职能Management science 管理科学Management workshop 管理研讨与实践Managerial grid 管理方格Managerial roles 管理者角色Managers 管理者，经理Mandatory Retirement Act 强制退休法案Manufacturing organization 生产企业，制造企业Market control 市场控制Mass production 大量生产Matrix structure 矩阵制组织结构Measurement 度量，衡量Mechanistic organization机械式组织Merger 兼并Message 消息，信息Middle managers 中层管理者Minimum-wage employees 最低工资员工Mission statement 使命陈述Motivation 动机，激励Motivation-hygiene theory激励保健理论，双因素理论Motivators 激励因素Motor reproduction process 机械再现过程，动力复制过程Multinational corporations (MNCs) 多国公司Myers-Briggs Type Indicator (MBTI) 迈耶—布里格斯类型指标NNational culture 民族文化National Labor Relations Act 全国劳工关系法案Need 需要Need for achievement 成就需要Need for affiliation 归属需要Need for power 权力需要Negative reinforcement 负强化Negotiation 谈判Negotiator 谈判者Networked communication capabilities 网络沟通能力Networked computer systems计算机网络系统Neural network 神经网络Neutralizers 中和New Deal 新政Nominal group technique名义群体（决策）技术Nonprogrammed decisions非程序化决策Nonverbal cues 非语言暗示Norms 规范Not-for-profit organizations 非赢利性组织OOn-the-job training 在职培训Open systems 开放系统Opening comments 开场白Openness 开放Operant conditioning 操作性条件反射，操作制约Operating ratios 经营比率Operations management 作业管理Operations research (OR)运筹学Operations Research Society of America 美国运筹学会Operations test 运营能力测试Operatives 操作者，作业人员Opportunities (Strategic)机会（战略的）Oral reports 口头报告Organic organization 有机式组织Organization culture 组织文化Organization design 组织设计Organization development (OD) 组织发展Organization structure 组织结构Organizational behavior (OB) 组织行为Organizational change 组织变革Organizational citizenship 组织公民Organizational commitment组织承诺Organizational leadership组织领导Organizational processes组织过程Organizational strategy组织战略Organizations 组织Organizing 组织职能Orientation 导向，定向Outsourcing 业务外包PPaired comparison approach 两两比较法，配对比较法Parochialism 狭隘观念Part-time employees 兼职员工Path-goal theory 目标路径理论Pay-for-performance programs按业绩付酬，业绩工资制Payoff matrices 工资矩阵Perception 知觉Performance appraisal methods 绩效评估方法Performance-based compensation 基于业绩的薪酬Performance management 绩效管理Performance management system 绩效管理系统Performance orientation绩效导向Performance-simulation tests 绩效模拟测试Personal differences 个体差异Personal growth and development 个人成长与发展Personal observation 亲自观察Personality 个性PERT network analysis 计划评审技术网络分析方法Philosophy 哲学Physiological needs 生理需要Planning 计划职能Policy 政策Political science 政治科学Political skills 政治技能Polygraph Protection Act测谎器（使用）保护法案Positive reinforcement 正强化Power 权力Power distance 权力差距Pregnancy Discrimination Act（反）孕期歧视法案Presentations 演讲Principles of management管理原则Privacy Act 隐私权法案Proactive personality 主动个性Problem 问题Procedure 程序Process 过程，流程Process approach 过程观念，过程学派Process consultation 过程咨询Process departmentalization 按流程划分部门Process production 流程生产Product departmentalization 按产品划分部门Production oriented 面向生产的，生产导向Productivity 生产率Profit margin on revenues ratio 边际销售利润率Profit organizations 盈利性组织Profitability 盈利性，收益性Profitability ratios 收益性比率Programmed decisions 程序化决策Project 项目Project management 项目管理Protégé新手，学生Psychological symptoms 心理表征Psychology 心理学Punishment 惩罚Pygmalion effect 皮格马利翁效应QQuality 质量Quality control 质量控制Quality management 质量管理Quantitative approach to management 管理定量方法Quantity of life vs. quality of life 生活的数量（质量），追求物质（质量）的生活观念Queuing theory 排队论RRailroad Unemployment Insurance Act 铁路工人失业保险法案Range of variation （允许）差异范围，偏差范围Ratio analysis 比率分析Rational 理性的，合理的Rational decision making理性决策Realistic job preview (RJP) 真实的工作预览，面试时向求职者提供真实的信息Recruitment 招聘Referent 参量，参照对象Referent power 感召权力，感召权Reinforcement processes强化过程Reliability 信度，可靠性Representative heuristic只依据自己熟悉的事物判断与决策的取巧途径，以偏盖全倾向Resistance to change 变革抵制力量，变革障碍Resource allocator 资源分配者Responsibility 职责，责任Resume preparation 简历准备Retention processes 保持过程Retrenchment strategy 收缩战略Return on investment ratio 投资收益率Reverse mentoring 反向指导Reward power 奖赏权力，奖赏权Rewards 奖励，奖赏Rightsizing 规模调整Ringisei 全票通过，一致同意Risk 风险Risk taking 风险承担Role 角色Role ambiguity 角色模糊Role conflicts 角色冲突Role demands 角色要求Role overload 角色超载，任务超负荷Rule 准则，规则Rumors 谣传，流言SSafety needs 安全需要Sarbanes-Oxley Act 萨班斯－奥克斯利法案Satisfice 满意决策Scheduling tools 计划工具Scientific management 科学管理Selection process 选择过程，甄选过程Selective perception 选择性知觉Selectivity 选择性Self-actualization needs自我实现需要Self-Assessment Library自我测试库Self-esteem (SE) 自尊Self-fulfilling prophecy自证预言Self-monitoring 自我监控Self-serving bias 自我服务偏见，自利偏见Senior Citizen’s Freedom to Work Act 年长公民自由工作法案Service organization 服务型组织Sexual harassment 性骚扰Short-term plans 短期计划Simple structure 简单式组织结构Single-use plans 一次性计划，单项计划Situational approach 情境（权变）观念，情境（权变）学派Situational leadership (SL) theory 情境领导理论Six sigma 六σ（一种管理理念）Skill variety 技能多样性Slack time 松弛时间，富余时间Small business 小企业Social learning theory 社会学习理论Social loafing 滥竽充数现象Social needs 社会需要Social obligation 社会义务Social responsibility 社会责任Social responsiveness 社会响应Social security 社会安全Sociology 社会学Span of control 管理幅度，控制跨度Specific plans 具体计划Spokesperson 发言人Stability strategy 稳定战略Staff authority 参谋职权Stakeholders 利害相关者，利益相关者Standard 标准Standing plans 常用性计划，标准计划Statistical reports 统计报告Status 地位Stem cell research 干细胞研究Stereotyping 墨守陈规，因循守旧Stock options 股票期权Strategic alliances 战略联盟Strategic human resource management process 战略人力资源管理过程Strategic management process 战略管理过程Strategic planning 战略规划Strategic plans 战略计划Strategic problem solving战略性的问题解决Strengths (Strategic) 优势（战略的）Stress 压力Stress interview 压力面试Stressor 压力因素，压力源Structural differentiation 结构差异Subcontractors 转包商Supervisors 监督者Supply chain management供应链管理Supportive leader 支持型领导者Survey feedback 调查反馈SWOT analysis SWOT分析Systems approach 系统观念，系统学派TTactical plans 战术计划Task identity 任务同一性Task significance 任务重要性Team leaders 团队领导者Team leadership 团队领导Team-based structure 基于团队的组织结构Team-building 团队建设Technical skills 技术技能Technology 技术Telecommuting 远程办公，电子通勤Teleconferencing 电子会议，电信会议Temporary employees 临时员工Theory X X 理论Theory Y Y 理论Therbligs 基本动作Threats 威胁360-degree appraisal 360?评估Three-needs theory 三种需要理论Time interest earned ratio 已获利息倍数Tomorrow’s workforce 未来的劳动力Top managers 高层管理者Total assets turnover ratio总资产周转率Traditional view of conflict 冲突的传统点Trait theories of leadership 特质领导理论Transactional leaders 事务型领导者Transformation process 变革过程，转换过程Transformational leaders变革型领导者Transnational corporations (TNCs) 跨国公司Troubleshooters 麻烦解决者Trust 信任Turnover 流动，周转Type A personality A型个性Type B personality B型个性UUncertainty 不确定性Uncertainty avoidance 不确定性规避Unit coordinators 单位（部门）协调者Unit production 小批量生产Unity of command 统一指挥Unsatisfactory performance 令人不满意的业绩. labor shortage 美国劳动力短缺VValidity 效度Valuation techniques 评价方法Value 价值Value chain 价值链Value chain management 价值链管理Verbal intonation 语调Videoconferencing 视频会议，电视会议Visionary leadership 富于远见的领导Vocational Rehabilitation Act职业恢复法案WWeaknesses 劣势Wellness programs 福利计划Well-structured problems结构化问题“White-water rapids” metaphor “急流险滩”观“Whiz Kids”“神童”Wireless communications无限通讯Women 妇女Work councils 员工委员会，工会Work process engineering工作流工程Work specialization 工作专业化，劳动分工Worker Adjustment and Retraining Notification Act 工人调整与再培训告知法案Workforce diversity 劳动力多样化，员工多样化Workplace violence 工作场所暴力Written essay 书面总结Written reports 书面报告Written tests 书面测试，笔试。
薪酬管理专业术语（中英文对照）
薪酬管理专业术语（中英文对照）1.薪酬管理总论报酬:(reward)薪酬:(compensation)总薪酬:(total compensation)薪酬管理:(compensation administration)直接薪酬:(direct compensation)间接薪酬:(indirect compensation)基本薪酬:(basic pay)可变薪酬:(variable pay)员工福利:(employee benefit)人力资源管理:(human resource management)2.战略性薪酬管理经营战略:(business strategy)竞争战略:(competition strategy)战略性薪酬管理:(strategic compensation administration)全面薪酬战略:(total compensation strategy)全面报酬战略:(total reward strategy)3.职位薪酬体系与职位评价职位薪酬:(job-based pay)职位分析:(job analysis)职位描述:(job description)职位规范:(job specification)职位评价:(job evaluation)报酬要素:(compensable factor)排序法:(ranking method)分类法:(classification method)要素计点法:(point -factor method)职位结构:(job structure)要素比较法:(factor comparison method)4.技能和能力薪酬体系深度技能:(depth skill)广度技能:(breadth skill)工作设计:(job design)技能等级:(skill level)技能认证:(skill certification)技能薪酬体系:(skill-based pay system)胜任能力:(competency)胜任能力模型:(competency model)能力薪酬:(competency-based pay)5. 薪酬水平及其外部竞争性薪酬水平:(pay level)外部竞争性:(external competitiveness)薪酬领袖政策:(lead policy)市场追随政策:(match policy)拖后政策:(lag policy)混合政策:(hybrid policy)劳动力市场:(labor market)薪酬调查:(total compensation survey)工作搜寻理论:(job search theory)信号模型理论:(signaling theory)补偿性工资差别理论:(compensating differentials theory)效率工资理论:(efficiency wage theory)保留工资理论:(reservation wage theory)6.薪酬结构设计薪酬结构:(pay structure)薪酬内部一致性:(internal consistency)薪酬区间中值:(midpoint of grade)薪酬比较比率:(compa-ratio)薪酬区间渗透度:(range penetration)薪酬区间叠幅:(range overlap)薪酬中值极差:(midpoint difference)宽带型薪酬结构:(broad-banding structure)薪酬变动范围(区间）: (salary range)7.绩效奖励与认可计划利润分享计划:(profit sharing plans)收益分享计划:(gain sharing plans)成功分享计划:(success sharing plans)股票所有权计划:(stock owns plans)标准工时计划:(standard hour plan)员工持股计划:(ESOP)绩效加薪:(merit pay)一次性奖金:(lump sum bonus)绩效奖励计划:(pay for performance plans)个人绩效奖励计划:(individual incentive plans)群体绩效奖励计划:(group incentive plans)提案建议制度:(suggestion system)特殊绩效认可计划:(special performance recognizing plans)直接计件工资计划:(straight piece rate plan)差额计件工资计划:(differential piece rate plan) 8.员工福利管理员工福利:(employee benefit)法定社会保险:(social insurance)养老保险:(pension benefit)失业保险:(unemployment insurance)医疗保险:(medical insurance)工伤保险:(injury insurance)员工服务福利:(employee services)弹性福利计划:(flexible benefit plans)福利规划:(benefit planning)福利沟通:(benefit communication)生育保险:(maternity insurance)福利管理:(benefit administration)生育保险:(maternity insurance)福利管理:(benefit administration)企业补充养老金计划:(complementary pension plans)团体人寿保险计划:(group life insurance plans)健康医疗保险计划:(health care insurance plans) 9.特殊员工群体的薪酬管理特殊员工群体:(special groups)销售人员:(sales force)专业技术人员:(professionals)外派员工:(expatriate)管理人员:(manager)佣金制:(commission system)成熟曲线:(maturity curve)双重职业发展通道:(dual career path)10.薪酬预算、控制与沟通薪酬预算:(total compensation budget)宏观接近法:(macro-approach method)微观接近法:(micro-approach method)薪酬控制:(compensation control)薪酬沟通:(compensation communication)。
[管理学]如何有效激励员工
![[管理学]如何有效激励员工](https://img.taocdn.com/s3/m/4c82be06f08583d049649b6648d7c1c708a10b9d.png)
如何有效激励员工一、激励的含义中文的含义：激发鼓励，激发人的工作动机，鼓励人的工作干劲。
英文的含义：motivate，使人产生工作的动机或激发人的行为动机，来源于拉丁字movere，意为“使运动”或“使行动”。
激励就是通过满足员工的需要而使其努力工作，实现组织目标的过程。
它决定企业是否具有竞争力，能否长盛不衰的关键因素。
二、激励与绩效的关系（一）理论分析：绩效函数P=F（M*AB*E）P（PRRFORMANCE）指个人工作绩效M（MOTIV A TION）指工作积极性（激励水平）AB（ABILITY）指工作能力E（ENVIRONMENT）指工作条件（环境）这个公式体现了决定个人绩效的三个关键因素：工作积极性、能力和工作条件。
（二）实证分析：1963年奥格登的警觉性试验试验内容：在选定人数相等的四个组内进行，方法是通过调节某一选定光源的发光强度，记录试验者辨别光照强度变化的感觉，从而测定其警觉性。
A组为控制组，不施加任何激励，只是一般性地告诉他们试验的要求和方法；B组为奖惩组，对警觉正确和错误给予奖励和惩罚，假如每看对一次，奖励一角，反之罚三角；C组为个人竞赛组，告诉他们每个成员都是精心挑选出来的，被认为具有较强觉察能力，现在要试验哪一位的觉察力最强；D组为集体竞赛组，告诉他们这个组要与另一组比赛，看哪个组成绩好。
各组试验结果（平均误差次数）：实验表明个人竞赛组和奖惩组成绩最好，控制组成绩最差，这就说明了激励的重要性。
（三）专家观点：哈佛大学詹姆斯教授认为：员工只要发挥20-30%的能力，就可以保住饭碗，如果给予充分激励，他们一般能发挥到80-90%。
三、员工为什么能被激励：需要理论（一）马斯洛的需要层次论1、1943年的《人类动机论》和1954年的《动机与个性》两篇论文（1）生理需要，维持自身生存的最基本要求，包括衣、食、住、行、性等；（2）安全需要，保障自身安全、摆脱失业和丧失财产威胁、避免职业病、解除严酷的监督等；（3）社交需要，既友爱的需要和归属的需要；（4）尊重需要，稳定的社会地位，个人能力和成就能得到社会承认，包括内部尊重和外部尊重；（5）自我实现需要，最高层次的需要，实现个人理想、抱负、最大限度发挥个人潜力，完成与自己能力相称的一切事情。
激励员工英语作文
激励员工英语作文Title: Motivating Employees in the Workplace。
In today's dynamic and competitive work environment,the importance of motivating employees cannot be overstated. Motivated employees are the driving force behind thesuccess of any organization. Therefore, it is imperativefor employers to understand the various methods and strategies they can employ to inspire and encourage their workforce. In this essay, we will explore several effective ways to motivate employees in the workplace.First and foremost, recognition and appreciation play a pivotal role in motivating employees. When employees feel valued and appreciated for their contributions, they are more likely to be engaged and motivated to perform at their best. This can be achieved through simple gestures such as verbal praise, employee recognition programs, or even small rewards such as certificates or gift cards. By acknowledging their efforts and achievements, employers cancreate a positive work environment where employees feel motivated to excel.Secondly, providing opportunities for growth and development is essential for motivating employees. Most individuals have a natural desire to learn and grow professionally. Therefore, employers should invest in training and development programs that enable employees to enhance their skills and knowledge. This can include workshops, seminars, online courses, or even tuition reimbursement for further education. When employees seethat their employer is invested in their growth and development, they are more likely to feel motivated and committed to their job.Moreover, fostering a culture of open communication can significantly impact employee motivation. When employees feel that their voices are heard and their opinions are valued, they are more likely to feel engaged and motivated in their work. Employers should encourage regular feedback sessions, team meetings, and one-on-one discussions to ensure that employees feel comfortable expressing theirthoughts and concerns. By promoting transparency and open dialogue, employers can create a supportive work environment where employees feel motivated to contribute their ideas and opinions.Additionally, providing meaningful work is crucial for motivating employees. Employees are more likely to feel motivated when they believe that their work has a purpose and contributes to the overall success of the organization. Employers should strive to align employees' roles and responsibilities with the company's mission and goals. This can be achieved by clearly communicating the company's vision, values, and objectives to employees and helping them understand how their work contributes to achieving these goals. When employees see the bigger picture and understand the impact of their contributions, they are more likely to feel motivated and engaged in their work.Furthermore, offering competitive compensation and benefits is essential for employee motivation. While money may not be the sole motivator, it is undoubtedly a significant factor in employee satisfaction and engagement.Employers should ensure that their employees are fairly compensated for their work and offer competitive benefits packages that meet their needs. This can include competitive salaries, performance-based bonuses, health insurance, retirement plans, and other perks such as flexible work arrangements or wellness programs. By providing competitive compensation and benefits, employers can attract and retain top talent and motivate employees to perform at their best.In conclusion, motivating employees is essential for the success of any organization. By recognizing and appreciating employees, providing opportunities for growth and development, fostering open communication, offering meaningful work, and providing competitive compensation and benefits, employers can create a motivating work environment where employees feel engaged, valued, and committed to their jobs. Ultimately, investing in employee motivation not only improves individual performance but also contributes to the overall success and profitability of the organization.。
关于如何激励员工的英文文章
关于如何激励员工的英文文章Here is an English article about how to motivate employees:Motivating employees is crucial for the success of any organization. When employees are motivated, they are more productive, creative, and engaged, which leads to better business outcomes. Here are some tips on how to motivate employees:1. Set clear goals and expectations: Employees need to know what is expected of them and what they need to do to achieve those goals. Clear goals and expectations help employees stay focused and motivated.2. Provide recognition and rewards: Employees like to feel appreciated for their hard work. Recognizing and rewarding employees for their achievements can go a long way in motivating them.3. Offer growth opportunities: Employees want to feel like they are growing and developing in their careers. Offering training, development opportunities, and promotions can help motivate employees.4. Foster a positive work environment: A positive work environment can have a big impact on employee motivation. This includes creating a supportive and collaborative culture, providing adequate resources and tools, and listening to employee feedback.5. Communicate effectively: Good communication is essential for motivation. Employees need to feel like they are in the loop and that their opinions matter. Regular communication from management can help keep employees motivated.6. Empathize with employees: Employees have personal lives outside of work that can impact their motivation and productivity.Showing empathy and understanding can help build trust and loyalty.。
管理学原理：第9章 激励
六、公平理论（Equity theory）
2、参照对象（Referent）
参照对象包括三种： 他人，指组织内外的各种参照对象； 系统，指组织中的薪酬政策和程序； 自我，指员工的过去的体验。
9-23
六、公平理论（Equity theory）
感知到的比率比较 员工的评价
outcomesA outcomesB 不公平（报酬偏低）
inputsA
inputsB
outcomesA outcomesB
i nputsA
i nputsB
公平
outcomesA outcomesB 不公平（报酬偏高） inputsA inputsB
A代表本人，B代表参照对象
六、公平理论（Equity theory）
主要贡献：提出了公平对组织激励的重要性， 尤其是制度的公平性。
成就需要强烈，但权力需要不高者容 易登上其职业生涯的顶峰，但往往在 组织管理层次的较低层。
五、期望理论(Expectancy Theory)
维克托·弗洛姆(Victor Vroom)
人们从事一件工作的动力有多大，取决于努力达 成绩效的可能性（期望E）、绩效与奖励之间的相关性 （相关系数I）和员工对奖励的评价（效价V）。
安全需要 Security
生理需要 Physiological
Maslow’s Needs Hierarchy
二、赫茨伯格的双因素理论
Freederick Herzberg’s Two- factor theory
保健因素（Hygiene factors ）
是指那些当不具备时会导致员工不满意，但改 善它们只能安抚员工、维持员工情绪于现状， 却也不会激励员工的因素。
假设你是阿尔瓦纳多你会不会付给员工们 足够的工资来调动他们的积极性？你会怎么办？
激励员工 英语作文
激励员工英语作文英文回答：Motivation of Employees。
Employee motivation is crucial for organizational success. A motivated workforce is more productive, innovative, and engaged, ultimately driving business growth and profitability. There are numerous strategies that organizations can employ to motivate their employees, encompassing financial and non-financial incentives, recognition programs, and opportunities for professional development.Financial Incentives。
Financial rewards, such as bonuses, salary increases, and profit sharing, can provide a tangible incentive for employees to excel. However, it is important to note that financial incentives alone are often not enough to sustainmotivation over the long term.Non-Financial Incentives。
Non-financial incentives, such as recognition and appreciation, can also be highly effective in motivating employees. Expressing gratitude for accomplishments, providing opportunities for growth and advancement, and creating a positive work environment can foster a sense of value and purpose, which can lead to increased motivation.Recognition Programs。
管理学—员工激励英文
Need of affiliation (nAff) – The desire for interpersonal relationships
© 2019 Prentice Hall, Inc. All rights reserved.
© 2019 Prentice Hall, Inc. All rights reserved.
16–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
• Define motivation. • Explain motivation as a need-satisfying process.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
© 2019 Prentice Hall, Inc. All rights reserved.
激励员工 英语作文
激励员工英语作文Title: Motivating Employees in the Workplace。
In today's dynamic and competitive work environment, motivating employees is crucial for fostering productivity, creativity, and overall organizational success. Effective motivation strategies not only enhance employee morale but also contribute to employee retention and job satisfaction. This essay will explore various approaches to motivating employees in the workplace.First and foremost, recognition and appreciation play a pivotal role in motivating employees. Acknowledging employees' hard work and accomplishments through verbal praise, written commendations, or even small rewards can significantly boost morale and job satisfaction. Employees feel valued and respected when their efforts are recognized, which in turn inspires them to continue performing at their best.Moreover, providing opportunities for growth and development is essential for motivating employees. Investing in training programs, workshops, and educational resources demonstrates a commitment to employees' professional advancement. When employees see that their organization is invested in their career growth, they are more motivated to excel in their roles and contribute to the company's success.In addition to personal growth opportunities, fostering a positive work culture and environment is crucial for employee motivation. A supportive and inclusive workplace where employees feel comfortable expressing their ideas, concerns, and opinions fosters a sense of belonging and camaraderie. Encouraging teamwork, collaboration, and open communication cultivates a sense of shared purpose and motivates employees to work towards common goals.Furthermore, offering competitive compensation and benefits is essential for attracting and retaining top talent. While financial rewards are not the sole motivator for employees, fair and competitive compensation packagesdemonstrate that their contributions are valued by the organization. Additionally, benefits such as health insurance, retirement plans, and flexible work arrangements contribute to overall job satisfaction and employee motivation.Another effective way to motivate employees is by fostering a culture of empowerment and autonomy. Giving employees a sense of ownership and control over their work fosters intrinsic motivation and a sense of responsibility. Empowered employees are more likely to take initiative, solve problems creatively, and contribute innovative ideas to the organization.Furthermore, setting clear goals and expectations is essential for motivating employees. When employees understand what is expected of them and how their work contributes to the broader organizational objectives, they feel a sense of purpose and direction. Regular feedback and performance evaluations help employees track their progress and identify areas for improvement, further enhancing motivation and job satisfaction.In conclusion, motivating employees in the workplace requires a multifaceted approach that addresses their intrinsic and extrinsic needs. By recognizing and appreciating their contributions, providing opportunities for growth and development, fostering a positive work culture, offering competitive compensation and benefits, empowering employees, and setting clear goals and expectations, organizations can create a motivating work environment where employees thrive and contribute to organizational success.。
管理英语4教学大纲上课讲义
《管理英语4》课程教学大纲为指导全国开放大学管理类专业（本科）开设的《管理英语4》课程建设与教学工作，根据开放大学利用现代信息技术手段进行教学的特点和成人学生群体学习的实际需求，特制订本大纲。
大纲的各项规定可作为教材编写、教学安排、教学质量检查与评估、教学资源建设、教学支持服务的依据。
第一部分大纲说明一、课程性质和任务1.课程性质《管理英语4》是为国家开放大学管理类专业（专科起点本科）开设的公共英语课程；计3学分，54学时，开设一学期，建议第二学期开设。
本课程将英语学习与与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动相结合，以真实的语言素材为载体创设职场情景，在进行英语语言基础知识和基本技能训练的同时，培养学生在职场情景下使用英语进行交流的能力。
2.课程任务通过《管理英语4》课程的学习，学生应能掌握一定英语语言基础知识和基本技能，具有一定的读、听、说、写能力；同时，了解管理活动中最基本的英语词语及表达方式，能在涉及与行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的职场活动中进行基本交流；并为今后职场英语应用能力的进一步提高奠定基础。
3.教学对象《管理英语4》课程的教学对象为国家开放大学管理类的行政管理、公共事业管理、教育管理、工商管理、农村行政管理等专业的成人学生和具有同等英语水平的业余学习者。
4.课程的衔接《管理英语》(4) 为英语基础段最后一门课程。
学有余力的学生可以继续选学跟专业、职业更加密切相关的专门用途性质的英语课程。
二、课程教学基本要求《管理英语4》课程在加强学生的英语语言基础知识和基本技能训练的同时，使学生接触并了解与职业相关的基本知识，培养学生在管理事务活动中使用英语进行交际的实际能力。
本课程不同维度的基本要求如下：1.语言基础知识●在词汇认知方面，应能认知4,000个左右的词汇（含前期认知的3,200个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在词汇掌握方面，应能熟练使用其中的2,600个左右词汇（含前期掌握的2,100个左右）及其常见短语或固定搭配，以及一定量的职场相关词汇和短语；●在语法知识方面，应能掌握基础语法知识（见教材细目表）；●在功能意念方面，应能掌握常见功能意念（见教材细目表）及其惯用表达方法等。
激励理论综述
激励理论综述一、激励的定义“激励”一词来源于心理学。
心理学家认为，人类的一切行动都是由某种动机引起的，动机是人类的一种精神状态，它对人的行动起激发、推动和加强的作用，因此称之为激励。
心理学认为，激励就是持续激发人的行为动机的心理过程。
管理理论的专业术语“激励”一词对应的英文就是“Motivation”，有两层含义：（1）提供一种行为的动机，即诱导、驱使之意；（2）通过特别的设计来激发学习者得兴趣。
中文解释为动机、推动、刺激；激励的含义既包括激发、鼓励、以利益来诱导之意，也包括约束和规范之意。
斯蒂芬•P•罗宾斯认为：激励是通过高水平的努力实现组织目标的意愿，而这种努力以能够满足个体的某些需要为条件。
孔茨认为：激励包括激发和约束两个方面的含义，奖励和惩罚是两种最基本的激励措施。
激励的两方面含义是对立统一的，激发导致一种行为的发生，约束则是对所激发的行为加以规范，使其符合一定的方向，并限制在一定的时空范围内。
加雷斯•琼斯指出，激励是一个基本的心理过程，它决定组织中个人行为方向、个人努力程度和个人在困难面前的毅力。
美国管理学家贝雷尔森和斯坦尼尔给激励下的这样的定义：“一切内心要争取的条件、希望、愿望和动力等都构成了对人的激励，他是人类活动的一种内心状态”。
综上所述，激励是指在外在诱因的作用下,个体通过有效的自我调节,从而达到激发、引导、维持和调节个体朝向某一既定目标而努力奋斗的心理过程。
在现代企业管理中,激励的心理过程的模式可以表示为:源于需要,始于动机,引起行为和指向目标这几个程序,具体来说就是员工个体因为自身内在或者外在的需要和动机而产生了一系列的需求,随后又由动机支配引导自己的行为,而这些行为都是个体为了达到某个目标的活动,借此满足自己的需要,而这一行为刺激和行为强化了其原来的动机,从而形成一个闭合的循环。
二、激励的作用美国经济学家舒尔茨曾估算，物力投资增加4.5倍，利润相应增加3.5倍；而人力投资增加3.5倍，利润将增加17.5倍。
管理学英文版-重点大集合(概念、图表)
第一章1.管理职能：计划、组织、领导、控制。
management functions: planning、organizing、leading、controlling.2.管理角色〔management roles〕、①人际关系角色：挂名首脑、领导者、联络者Interpersonal：figurehead、leader、liaison②信息传递角色：监听者、传播者、发言人Informational: monitor、disseminator、spokesperson③决策制定角色：企业家、混乱驾驭者、资源分配者、谈判者Decisional: entrepreneur、disturbance handler、resource allocator、negotiator3、管理技能〔management skills〕概念技能、沟通技能、效果技能、人际技能Conceptual、communication、effectiveness、interpersonal4、组织的特点①有明确的目的〔distinct purpose〕②有人员构成〔people〕③有精细的结构〔deliberate structure〕第二章1、管理理论〔management theories〕：科学管理〔scientific management〕一般行政管理理论〔general administrative theorists〕定量方法〔quantitative approach〕组织行为〔organizational behavior〕系统观〔systems approach〕权变理论〔contingency approach〕第三章1、管理万能论〔omnipotent view of management〕管理象征论〔symbolic view of management〕2、组织文化的七个维度〔dimensions〕关注细节，成果导向，员工导向，团队导向，进取性，稳定性，创新与风险承受力Attention to detail, outcome orientation, people organization, team organization， aggressiveness， stability，innovation and risk taking 3、文化传播给员工的途径：故事，仪式，有形信条，语言Stories，ritual，material symbols，language4、创新的文化的特点①．挑战与参与〔challenge〕②. 自由〔freedom〕③. 信任和开发〔trust and openness〕④. 计划时间〔idea time〕⑤. 幽默〔playfulness/humor〕⑥. 冲突解决〔conflict resolution〕⑦. 讨论〔debates〕⑧. 冒险〔risk taking〕第六章1、决策制定过程〔the decision-making process〕①.识别决策问题〔identification of a problem〕②.确定决策标准〔identification of decision criteria〕③.为决策标准分配权重〔allocation of weight to criteria〕④.开发备份方案〔development of alternatives〕⑤.分析备份方案〔analysis of alternatives〕⑥.选择备择方案〔selection of an alternatives〕⑦.实施备择方案〔implementation of the alternatives〕⑧.评估决策结果〔evaluating decision effectiveness〕2、决策制定的错误〔decision-making errors and biases〕：自负〔overconfidence〕后见〔hindsight〕自利型〔self-serving〕沉没成本〔sunk costs〕随机性〔randomness〕典型性〔representation〕有效性〔availability〕框架效应〔framing〕证实〔confirmation〕选择性认知〔selective perception〕锚定效应〔anchoring effect〕即时满足〔immediate gratification〕4、计划工作〔planning〕：①、定义组织目的〔defining the organization’s goals〕②、制定全局战略〔establishing an overall strategy〕③、开发一组广泛的相关计划〔developing plans〕5、计划的目的〔purposes of planning〕:①、它给出了管理者和非管理者努力的方向〔planning provides direction to managers and nonmanagers alike〕②、它通过迫使管理者具有前瞻性来降低不确定性〔planning reduce uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change, and develop appropriate responses〕③、计划可以减少活动的重复和浪费〔planning minimizes waste and redundancy〕④、计划设定目标和标准，可以用于控制〔planning establishes the goals or standards used in controlling〕6、计划和绩效〔planning and performance〕①正式的计划工作通常带来较高的绩效、较高的资产回报率，以与其他积极的财富Formal planning is associated with positive financial results such as higher profits, higher return on assets, and so forth.②计划工作的质量以与实现计划的适当措施，通常要比计划工作本身对绩效的贡献更大Doing a good job of planning and implementing those plans play a bigger part in high performance than does the extent and amount of planning done.③正式计划并不必然的导致至高绩效，外部环境的影响通常是更关键的Formal planning didn’t lead to higher performance, the external environment often was the culprit.④计划与绩效的关系还受到计划时间结构的影响。
管理学专业术语(中英文对照)
1.管理与组织导论管理者:(manager)基层管理者:(first-line managers)中层管理者:(middle managers)高层管理者:(top managers)管理:(management)效率:(efficiency)效果:(effectiveness)计划:(planning)组织:(organizing)领导:(leading)控制:(controlling)管理角色:(management roles)人际关系角色:(interpersonal roles)信息传递角色:(informational roles)决策制定角色:(descisional roles)技术技能:(technical skills)人际技能:(human skills)概念技能:(conceptual skills)管理的普遍性:(universality of management)2.管理的历史劳动分工:(division of labor)工作专业化:(job specialization)工业革命:(industrific revolution)科学管理:(scientific management)一般行政管理理论:(general administrative theory) 管理原则:(principles of management)官僚行政组织:(bureaucracy)定量方法:(quantitative approach)组织行为:(organizational behavior)霍桑研究系统:(Hawthorne studies systems)封闭系统:(closed systems)开放系统:(open systems)权变理论:(contingency approach)劳动力多元化:(workforce diversity)电子企业:(e-business)电子商务:(e-commerce)内部网:(intranet)学习型组织:(learning organization)知识管理:(knowledge management)质量管理:(quality management)3.组织文化与环境管理万能论:(omnipotent view of management) 管理象征论:(symbolil view of management)组织文化:(organization culture)强文化:(strong cultures)社会化:(socialization)工作场所精神境界:(workplace spirituality)外部环境:(external environment)具体环境:(specific environment)一般环境:(general environment)环境的不确定性:(environment uncertainty)环境的复杂性:(environment complexity)利益相关群体:(stakholders)4.全球环境中的管理狭隘主义:(parochialism)民族中心论:(ethnocentric attitude)多国中心论:(polycentric attitude)全球中心论:(geocentric attitude)跨国公司:(multinational corporation)多国公司:(multidomestic corporation)全球公司:(global company)跨国或无边界组织:(transnational or boredrless organization) 初始全球化组织:(born globals)全球外购:(global sourcing)出口:(exporting)进口:(importing)许可证经营:(licensing)许可经营:(franchising)战略同盟:(strategic alliance)合资企业:(joint venture)外国子公司:(foreign subsidiary)市场经济:(market economy)计划经济:(command economy)民族文化:(national culture)5.社会责任与管理道德古典观点:(classical view)社会经济学观点:(socioeconomic view)社会义务:(social obligation)社会响应:(social responsiveness)社会责任:(social responsinility)社会屏障筛选:(social screening)管理的绿色化:(gerrning of management)以价值观为基础的管理:(values-based management) 道德:(ethics)自我强度控制点:(ego strength locus of control)道德准则:(code of ethics)社会企业家:(social entrepreneur)社会影响管理:(social impact management)6.制定决策决策:(decisions)决策制定过程:(decision-making process)决策标准问题:(decision criteria problem)理性的:(rational)有限理性:(bounded rationality)满意的承诺升级:(satisfied escalation of commitment) 直觉决策:(intuitive decision making)结构良好问题:(structured problems)程序化决策:(programmed decision)程序:(procedure)规则:(rule)政策:(policy)结构不良问题:(unstructured problems)非程序化决策:(nonprogrammed decisions) 确定性:(certainty)风险性:(risk)命令型风格:(directive style)分析型风格:(analytic style)概念型风格:(conceptual style)行为型风格:(behavioral style)启发法:(heuristics)7.计划的基础陈述目标:(stated goals)真实目标:(real goals)战略计划:(strategic plans)运营计划:(operational plans)长期计划:(long-term plans)短期计划:(short-term plans)具体计划:(specific plans)方向性计划:(directional plans)一次性计划:(single-used plans)持续性计划:(standing plans)传统目标:(traditional goal setting)手段-目标链:(means-ends chain)目标管理:(management by objectives)使命:(mission)承诺概念:(commitment concept)正式计划部门:(formal planning department) 8.战略管理战略管理:(strategic management)组织战略商业模式:(strategies business model ) 战略管理过程:(strategic management process) 机会:(opportunities)威胁:(threats)资源:(resources)能力:(capabilities)核心竞争力:(core competencies)SWOT分析法:(SWOT analysis)公司层战略:(corporate strategy)增长战略:(growth strategy)相关多元化:(related diversification)非相关多元化:(unrelated diversification) 稳定性战略:(stability strategy)更新战略:(renewal strategies)紧缩战略:(retrenchment strategy)扭转战略:(turnaround strategy)BCG矩阵:(BCG matrix)业务层战略:(business strategy)战略业务单元:(strategic business units) 竞争优势:(competitive advantage)成本领先战略:(cost leadership strategy) 遵循差异化战略:(differentiation strategy) 聚焦战略:(focus strategy)徘徊其间:(stuck in the middle)战略灵活性:(strategic flexibility)市场先入者:(first mover)9.计划的工具技术环境扫描:(environment scanning)竞争对手情报:(competitor intelligence) 预测:(forecasts)定量预测:(quantitative forecasting)定性预测:(qualitative forecasting)标杆比较:(benchmarking)资源:(resources)预算:(budget)甘特图:(Gantt chart)负荷图:(load chart)事件:(events)计划评审技术:(the program evaluation and review technique) 活动:(activities)松弛时间:(slack time)关键路径:(critical path)盈亏平衡分析:(breakeven analysis)线性规划:(linear programming)项目管理:(project management)脚本:(scenario)10.组织结构与设计组织结构设计:(organazational structure design)工作专门化:(work specialization)职能部门化:(functional departmentalization)产品部门化:(product departmentalization)地区部门化:(geographical departmentalization) 过程部门化:(process departmentalization)顾客部门化:(customer departmentalization)跨职能团队:(cross-functional teams)指挥链:(chain of command)职权:(authority)职责:(responsibility)统一指挥:(unity of command)管理跨度:(span of control)集权化:(centralization)分权化:(decentralization)员工授权:(employee empowerment)正规化:(formalization)机械式组织:(mechanistic organization)有机式组织:(organic organization)单件生产:(unit production)大批量生产:(mass production)连续生产:(process production)简单结构:(simple structure)职能型结构:(flanctional structure)事业部型结构:(divisional structure)团队结构:(team structure)矩阵型结构:(matrix structure)项目型结构:(project structure)无边界组织:(boundaryless organization) 虚拟组织:(virtual organization)学习型组织:(learning organization)组织结构图:(organizational charts) 11.沟通与信息技术沟通:(communication)人际沟通:(interpersonal communication) 组织沟通:(organizational communication) 信息:(message)编码:(encoding)解码:(decoding)沟通过程:(communication process)噪声:(noise)非语言沟通:(nonverbal communication) 体态语言:(body language)语调:(verbal intonation)过滤:(filtering)信息超载:(information overload)积极倾听:(active listening)正式沟通:(formal communication)非正式沟通:(informal communication)下行沟通:(upward communication)横向沟通:(lateral communication)斜向沟通:(diagonal communication)沟通网络:( communication networks)小道消息:(grape-vine)电子邮件:(e-mail)即时消息:(instant messaging)音频邮件:(voice-mail)电子数据交换:(electrinic data interchange) 电话会议:(teleconferencing)可视会议:(videoconferencing)网络会议:(webconferencing)内部互联网:(intranet)外部互联网:(Extranet)实践社区:(communities practive)12.人力资源管理高绩效工作实务:(high-performance work practices)人力资源管理过程:(human resource management process) 工会(labor union)反优先雇佣行动计划:(affirmative action)人力资源规划:(human resource planning)职务分析:(job analysis)职务说明书:(job description)职务规范:(job specification)招聘:(recruitment)解聘:(decriuitment)甄选:(selection)效度:(validity)信度:(reliability)工作抽样:(work samping)评估中心:(assessment centers)真实工作预览:(relistic job preview)上岗培训:(orientation)绩效管理系统:(performance management system)书面描述法:(written essay)关键事件法:(critical incidents)评分表法:(graphic rating scales)行为定位评分法:(behaviorally anchored rating scales) 多人比较法:(multiperson comparisons)360度反馈法:(360-degree feedback)基于技能薪酬:(skill-based pay)浮动工资:(variable pay)精简机构:(downsizing)性骚扰:(sexual harassment)基于家庭的福利:(family-friendly benefits)13.变革与创新管理组织变革:(organizational change)变革推动者:(change agent)组织发展:(organizational development)压力:(stress)14.行为的基础行为:(behavior)组织行为学:(organizational behavior)员工生产率:(employee productivity)离职率:(turnover)组织公民行为:(organizational citizen behavior)工作满意度:(job satisfaction)工作场所不当行为态度:(workplace misbehavior attitudes) 认知行为:(cognitive component)情感成分:(affective component)行为成分:(behavior component)组织承诺:(organizational commitment)组织支持感:(perceived organizational support)认知失调:(cognitive dissonance)态度调查:(attitude surveys)人格:(personality)马基雅维里主义:(machiavellianism)自尊:(self-esteem)自我控制:(self-monitoring)印象管理:(impression management)情绪:(emotion)情绪智力:(emotional Intelligence)知觉:(perception)归因理论:(attribution theory)基本归因错误:(fundamental attribution error)自我服务偏见:(self-serving bias)假设相似性:(assumed similarity)刻板印象:(stereotyping)晕轮效应:(halo effect)操作性条件反射:(operant conditioning)社会学习理论:(social learning theory)行为塑造:(shaping behavior)15.理解群体与团队群体:(group)形成阶段:(forming)震荡阶段:(storming)规范阶段:(norming)执行阶段:(performing)解体阶段:(adjourning)群体思维:(groupthink)地位:(status)社会惰化:(social loafing)群体内聚力:(group cohesiveness)冲突:(conflict)冲突的传统观点:(traditional view of conflict)冲突的人际关系观点:(human relations view of conflict)冲突的交互作用观点:(interactionist view of conflict) 积极冲突:(functional conflict)消极冲突:(disfunctional conflict)任务冲突:(task conflict)关系冲突:(relationship conflict)过程冲突:(process conflict)工作团队:(workteams)自我管理团队:(self-managed work teams)跨职能团队:(cross-functional team)虚拟团队:(virtual team)社会网络构造:(social network structure)16.激励员工动机:(motivation)需要层次理论:(hierarchy of needs theory)双因素理论:(two-factor theory)保健因素:(hygiene factors)激励因素:(motivators)三种需要理论:(three-needs theory)成就需要:(need for achievement)权力需要:(need for power)归属需要:(need for affiliation)目标设置理论:(goal-setting theory)自我效能感:(self-efficacy)强化理论:(reinforcement theory)强化物:(reinforcer)工作设计:(job design)工作扩大化:(job enlargement)工作丰富化:(job enrichment)工作深度:(job depth)工作特征模型:(job characteristics model) 公平理论:(equity theory)参照对象:(referents)分配公平:(distributive justice)程序公平:(procedural justice)期望理论:(expectancy theory)压缩工作周:(compressed workweek)弹性工作制:(flexible work hours)弹性时间制:(flextime)工作分担:(job sharing)远程办公:(telecommuting)账目公开管理:(open-book management)员工认可方案:(employee recognition programs)绩效工资方案:(pay-for-performance program)股票期权:(stock options)17.领导领导者:(leader)领导:(leadership)行为理论:(behavioral theories)独裁型风格:(authoeratic style)民主型风格:(democratic style)放任型风格:(laissez-faire style)定规维度:(initiating strueture)关怀维度:(consideration)高-高型领导者:(high-high leader)管理方格:(managerial grid)权变模型:(contingency model)最难共事着问卷:(least-preferred co-worker questionnaire) 情境领导理论:(situational leadership theory)成熟度:(readiness)领导者参与模型:(leader participation model)路径-目标理论:(path-goal theory)交易型领导者:(transactional leaders)变革型领导者:(transformational leaders) 领袖魅力型领导者:(charismatic leader) 愿景规划型领导:(visionary leadership) 法定权利:(legitimate power)强制权利:(coercive power)奖赏权力:(reward power)专家权利:(expert power)参照权利:(referent power)信誉:(credibility)信任:(trust)授权:(empowerment)18.控制的基础控制:(controlling)市场控制:(market control)官僚控制:(bureaucratic control)小集团控制:(clan control)控制过程:(control process)偏差范围:(range of variation)直接纠正行动:(immediate corrective)彻底纠正行动:(basic correvtive action)绩效:(performance)组织绩效:(organizational performance)生产率:(productivity)组织有效性:(organizational effectiveness)前馈控制:(feedforward control)同期控制:(concurrent control)走动管理:(management by walking around)反馈控制:(feedback control)经济附加值:(economic value added)市场附加值:(market valueadded)平衡计分卡:(balanced scorecard)管理信息系统:(management information system) 标杆比较:(benchmarking)员工偷窃:(employee theft)服务利润链:(service profit chain)公司治理:(corporate governance)19.运营与价值链管理运营管理:(operations management)制造型组织:(manufacturing organizations)服务型组织:(service organizations)价值链:(value chain)价值链管理:(value chain management) 组织过程:(organizational processes)知识产权:(intellectual processes)质量:(quality)批量定制:(mass customization)。
员工激励理论概述
（3）ERG理论：一个整合后的模式
阿尔德弗（C. P. Alderfer）于1969年提出的。
他把人的需要分为三种，即生存需要（Existence）、 关系需要（Relatedness）和成长需要（Growth）。 其中，生存需要是指那些和人类要求生存有关的需要； 关系需要是指那些同人们处理自己与朋友和社会环境 之间的关系有关的需要；成长需要是指那些有关个人 发掘自身潜能的需要，这是最高层次的需要。
5、You have to believe in yourself. That's the secret of success. ----Charles Chaplin人必须相信自己，这是成功的秘诀。-Thursday, June 17, 2021June 21Thursday, June 17, 20216/17/2021
传统的满意—不满意的观点是不对的。满意的对立面应是没有满 意；同样，不满意的对立面应该是没有不满意。
传统的观点： 满意
不满意
赫兹伯格的观点： 满意
没有满意（没有不满意） 不满意
保健因素的扩大可能会引起激励因素的萎缩。
（2）双因素理论（续）
管理者在实施激励时，应注意区分保健因素和激励因素。 前者满足只能消除不满，后者满足可以产生满意。 管理者在管理中不能忽视保健因素，否则会导致员工的 不满，影响劳动效率的提高。但也没必要过分地改善保 健因素。 即使在进行物质激励的时候，也要考虑尽可能地增加物 质激励的精神含量。 管理者要想持久与高效地激励员工，必须改进工作任务， 进行工作再设计（工作轮换、工作丰富化、扩大化）。 注重内在激励，如给人以发展、成长、晋升的机会。
（1）强化理论
斯金纳的强化理论着重研究人的行为的结果对行为的反作用。
管理学—员工激励(英文)
Contemporary Theories of Motivation
• Describe the three needs McClelland proposed as being present in work settings.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
❖ Satisfied needБайду номын сангаас will no longer motivate. ❖ Motivating a person depends on knowing at what level that
person is on the hierarchy.
➢ Hierarchy of needs
16–6
Early Theories of Motivation
• Maslow’s Hierarchy of Needs Theory
➢ Needs were categorized as five levels of lower- to higher-order needs.
❖ Individuals must satisfy lower-order needs before they can satisfy higher order needs.
管理学(12章)激励
9
马斯洛需要层次论
自我实现 尊重 （成为自己能 力 社交 （认同感等） 所能达成的人） 安全 （朋友等） 生理 （一份安定
（食物等） 的工作等）
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基本观点：
1、人类有五类最基本的需要；
2、按重要性和先后次序排成一个需求层 次；
公司洋溢着社区般的气氛。就说明公司 已建立起一种人人为之效力的和谐的组 织。
公司良好的组织文化做底蕴。 企业就是我的家。我为人人，人人为我。 注意：背后捅刀子，办公室的政治纷争，
士气低落，会使最有成功欲的人也变得 意志消沉。
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薪水
员工的薪水必须具有竞争性。 员工的薪水必须客观、公平、公正，即要依
3．差异化和多样化原则。这是从激励的本质出 发的。事实证明在激励工作中只有坚持差异 化和多样化原则，才能保证激励的有效性。
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成就需要主导型员工的特点与激励措施
特点
激励措施
1.渴望得到管理者明确的工作评价； 2.喜欢进行有意义的、适度的冒险； 3.以目标为中心进行工作； 4.善于制定适当的、可操作的目标； 5.善于解决具体问题，在工作中承
以工作业绩为标准提拔员工。若凭资历 提拔不能鼓励员工争创佳债，反而会养 成他们坐等观望的态度。
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对员工负责
强调公司愿意长期聘用员工。应向员工 表明，工作保障问题最终取决于他们自 己，但公司尽力保证长期聘用。
长期聘任与工作终身制是两码事。淘汰 制是要实行的。
松下公司的事例说明了这一点。
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组织气氛
担具体的责任。
1.为他们布置具有挑 战性，但通过努力可以 完成的工作； 2.及时准确地对他们 的工作业绩进行评价 和反馈。
激励员工英语作文
激励员工英语作文Title: Strategies to Motivate Employees。
Motivating employees is essential for the success of any organization. It enhances productivity, boosts morale, and fosters a positive work environment. In this essay, we will explore various strategies to effectively motivate employees.Firstly, providing recognition and appreciation is crucial. Acknowledging employees' hard work and achievements can significantly boost their morale and motivation. This can be done through public praise, awards, or even simple gestures like a handwritten thank-you note. When employees feel valued, they are more likely to be engaged and motivated in their work.Secondly, offering opportunities for growth and development is another effective way to motivate employees. Providing training programs, workshops, and educationalresources allows employees to enhance their skills and knowledge, which not only benefits them personally but also contributes to the overall success of the organization. Additionally, offering career advancement opportunities can motivate employees to strive for excellence and remain committed to their roles.Furthermore, fostering a positive work culture is essential for employee motivation. Creating a supportive and inclusive environment where employees feel respected, trusted, and empowered can significantly impact their motivation levels. Encouraging teamwork, collaboration, and open communication can help build strong relationships among employees and create a sense of belonging within the organization.Moreover, offering competitive compensation andbenefits is crucial for employee motivation and retention. Employees need to feel adequately compensated for their contributions to the organization. Providing competitive salaries, performance-based bonuses, and comprehensive benefits packages can demonstrate the organization'scommitment to its employees' well-being and financial security.Additionally, promoting work-life balance is essential for employee motivation. Allowing flexible work arrangements, such as remote work options or flexible hours, can help employees better manage their personal and professional lives. This flexibility shows that the organization values employees' well-being and trusts themto manage their work effectively.In conclusion, motivating employees is essential forthe success of any organization. By implementing strategies such as providing recognition and appreciation, offering opportunities for growth and development, fostering a positive work culture, offering competitive compensationand benefits, and promoting work-life balance,organizations can create a motivated and engaged workforce that is committed to achieving success.。
激励员工 英语作文
激励员工英语作文Title: Inspiring Employees to Achieve Success。
In today's dynamic workplace, inspiring employees to perform at their best is crucial for organizational success. Effective motivation strategies can boost morale, enhance productivity, and foster a positive work environment. Inthis essay, we will explore various methods to motivate employees and drive them towards achieving their full potential.First and foremost, clear communication is essential in motivating employees. Managers should openly communicatethe company's goals, values, and expectations to ensure alignment with individual objectives. Regular feedback sessions provide employees with valuable insights intotheir performance, strengths, and areas for improvement. Constructive feedback helps employees understand their contributions and encourages continuous growth.Recognition and appreciation play a significant role in motivating employees. Acknowledging their hard work and achievements publicly or privately reinforces positive behavior and encourages others to strive for excellence. Employee recognition programs, such as "Employee of the Month" awards or performance bonuses, not only boost morale but also cultivate a culture of appreciation within the organization.Moreover, providing opportunities for professional development and growth is a powerful motivator. Investing in training programs, workshops, and skill-building sessions demonstrates the organization's commitment to employee growth. Encouraging employees to pursue further education or certifications not only enhances their skills but also increases their sense of value and loyalty to the company.In addition to professional development, promotingwork-life balance is crucial for employee motivation and well-being. Flexible work schedules, telecommuting options, and wellness programs can help employees manage theirpersonal and professional responsibilities effectively. When employees feel supported in maintaining a healthy balance, they are more engaged, productive, and loyal to the organization.Furthermore, fostering a collaborative and inclusive work culture promotes motivation and engagement among employees. Encouraging teamwork, sharing ideas, and recognizing diverse perspectives create a sense of belonging and camaraderie within the workforce. When employees feel valued and respected for their unique contributions, they are more motivated to collaborate towards common goals.Another effective motivator is offering incentives and rewards tied to performance goals. Setting clear, achievable targets and rewarding employees for meeting or exceeding them reinforces a culture of high performance. Incentives can range from monetary bonuses and gift cards to extra vacation days or company-sponsored outings. Tailoring incentives to individual preferences and interests ensures maximum impact and motivation.Furthermore, fostering a positive work environment is essential for sustaining employee motivation. Creating a supportive, inclusive atmosphere where employees feel empowered to voice their opinions and concerns fosterstrust and loyalty. Celebrating successes, both big and small, cultivates a culture of positivity and resilience, motivating employees to overcome challenges and strive for excellence.In conclusion, motivating employees is essential for driving organizational success. By fostering clear communication, recognition, professional development, work-life balance, collaboration, incentives, and a positive work environment, organizations can inspire their employees to achieve their full potential. Investing in employee motivation not only improves productivity and morale but also enhances overall job satisfaction and retention. As leaders and managers, it is our responsibility to cultivate a culture of motivation and empowerment that enables employees to thrive and contribute their best efforts towards shared goals.。
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© 2007 Prentice Hall, Inc. All rights reserved.
16–4
What Is Motivation?
• Motivation
➢ Is the result of an interaction between the person and a situation; it is not a personal trait.
Current Issues in Motivation
• Describe the cross-cultural challenges of motivation. • Discuss the challenges managers face in motivating
unique groups of workers. • Describe open-book management, employee recognition,
• Maslow’s Hierarchy of Needs • MacGregor’s Theories X and Y • Herzberg’s Two-Factor Theory
© 2007 Prentice Hall, Inc. All rights reserved.
16–6
Early Theories of Motivation
• Discuss the motivation implications of equity theory.
• Contrast distributive justice and procedural justice.
• Explain the three key linkages in expectancy theory and their role in motivation.
STEPHEN P. ROBBINS
ninth edition
MARY COULTER
16 Chapter Motivating Employees
© 2007 Prentice Hall, Inc. All rights reserved.
PowerPoint Presentation by Charlie Cook The University of West Alabama
• Describe Herzberg’s motivation-hygiene theory. • Explain Herzberg’s views of satisfaction and
dissatisfaction.
© 2007 Prentice Hall, Inc. All rights reserved.
• Maslow’s Hierarchy of Needs Theory
➢ Needs were categorized as five levels of lower- to higher-order needs.
➢ Is the process by which a person’s efforts are energized, directed, and sustained towards attaining a goal.
❖ Energy: a measure of intensity or drive. ❖ Direction: toward organizational goals ❖ Persistence: exerting effort to achieve goals.
© 2007 Prentice Hall, Inc. All rights reserved.
16–3
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter.
What Is Motivation?
• Define motivation. • Explain motivation as a need-satisfying process.
Early Theories of Motivation
• Describe Maslow’s hierarchy of needs and how it can be used to motivate.
• Discuss how Theory X and Theory Y managers approach motivation.
➢ Motivation works best when individual needs are compatible with organizational goals.
© 2007 Prentice Hall, Inc. All rights reserved.
16–5
Early Theories of Motivation
Байду номын сангаас
16–2
L E A R N I N G O U T L I N E (cont’d)
Follow this Learning Outline as you read and study this chapter.
Contemporary Theories of Motivation
• Describe the three needs McClelland proposed as being present in work settings.
• Explain how goal-setting and reinforcement theories explain employee motivation.
• Describe the job characteristics model as a way to design motivating jobs.