人力资源管理师三级考证必备——our knowledge of motivation-中文翻译.doc

Our knowledge of motivation tells us that people do what they do to satisfy needs. Before they do anything, they look for the payoff or reward. Many of these rewards salary increases, employee benefits, preferred job assignments are organizationally controlled.The types of rewards that an organization can allocate are more complex than is generally thought. Obviously, there is direct compensation. But there are also indirect compensation and nonfinancial rewards. Each of these types of rewards can be distributed on an individual, group, or organization wide basis.Intrinsic rewards are those that individuals receive for themselves. They are largely a result of the workers satisfaction with his or her job. Techniques like job enrichment or any efforts to redesign or restructure work to increase personal worth ot the employee may make his or her work more intrinsically rewarding. Extrinsic rewards include direct compensation, indirect compensation, and nonfinancial rewards. Of course, an employee expects some forms of direct compensation: a basic wage or salary, overtime and holiday premium pay, bonuses based on performance, profit sharing, and/or possibly opportunities to purchase stock options. Employees will expect their direct compensation generally to align with their assessment of their contribution to the organization and, additionally, will expect it to be comparable to the direct compensation given to other employees with similar abilities and performance.The organization will provide employees with indirect compensations: insurance, pay for holidays and vacations, services, and perquisites. In as much as these are generally made uniformly available to all employees at a given job level, regardless of performance, they are rally not motivating rewards. However, where indirect compensation is controllable by management and is used to reward performance, then it clearly needs to be considered as a motivating reward. 1. Rewards are often considered as a ( ) function in human resource managementA. planningB. leadingC. motivatingD. controlling2. Extrinsic rewards include the following except ( )A. job enrichmentB. direct compensationC. indirect compensationD. nonfinancial rewards3. According to the passage, the following statements are false except ( )A. nonfinancial rewards belong to intrinsic rewardsB. overtime and holiday premium pay belongs to indirect compensationC. employees will expect their direct compensation to be comparable to the indirect compensation given to other employees with similar abilities and performanceD. employees will expect their direct compensation generally to align with their assessment of their contribution to the organization4. Perquisites which the organization provides employees belong to ( )A. intrinsic rewardsB. direct compensationC. indirect compensationD. nonfinancial rewards5. The author of this passage would most likely agree that ( )A. if indirect compensation is controllable by management, then it cant be considered as a motivating rewardB. if indirect compensations are made uniformly available to all employees at a given job level, regardless of performance, they will lose their motivating function.C. Techniques like job enrichment or nonfinancial rewards to increase personal worth to the employee may make his or her work more intrinsically rewardingD. Each type of rewards can be distributed on an individual or group, not organization wide basis. 激励的知识告诉我们，人们做事情，是为了满足他们的需要。人们在做任何事之前都期待着得到工资或报酬。许多这些报酬，诸如薪水调升、雇员福利、喜欢的工作，都是由组织控制的。当我们在讨论组织报酬计划的时候，我们应该先化一点时间来描述一下由管理人员自行量度的报酬，在影响雇员的行为中扮演着重要的角色。一个组织能够分配的报酬类型比我们通常想象的要复杂的多，显而易见，报酬有直接报酬。但报酬也有间接报酬和非财务性的报酬。每一种报酬类型都可按个人、团队、组织来分配。内在报酬是指个体他们自己给与自己的。内在报酬是指工作者由工作本身所获得的满足感而言。与我们在其它文章中注意到的一样，如丰富工作内容、努力重新设计或重新构建工作来增加雇员个人的价值等技巧可以使他们的工作更具内在的报酬性。外在的报酬包括直接薪酬、间接薪酬和非货币性报酬。当然，雇员希望的直接报酬形式有：基本工资、加班及假日津贴、绩效