员工激励外文翻译

毕业论文（设计）外文翻译一、外文原文：原文：EmployeeMotivationNohriaNitin;GroysbergBoris;LeeLinda-ElingGettingpeopletodotheirbestwork，evenintryingcircumstances,isoneofmanagers'mostenduringandslipperychallenges.Indeed,decipheringwhatmotivatesusashumanbeingsisacenturies-oldpuzzle.Someofhistory'smostinfluentialthinkersabouthumanbehavior-amongthemAristotle,AdamSmith,SigmundFreud,andAbrahamMaslow-havestruggledtounderstanditsnuancesandhavetaughtusatremendousamountaboutwhypeopledothethingstheydo.Suchluminaries,however,didn'thavetheadvantageofknowledgegleanedfrommodernbrainscience.Theirtheorieswerebasedoncarefulandeducatedinvestigation,tobesure,butalsoexclusivelyondirectobservation.Imaginetry ing to infer howacarworksbyexaminingitsmovements(starting,stopping,accelerating,turning)withoutbeingabletotakeaparttheengine.Fortunately,newcross-disciplinaryresearchinfieldslikeneuroscience,biology,andevolutionarypsychologyhasallowedustopeekunderthehood,sotospeak-tolearnmoreaboutthehumanbrain.Oursynthesisoftheresearchsuggeststhatpeopleareguidedbyfourbasicemotionalneeds,ordrives,thataretheproductofourcommonevolutionaryheritage.AssetoutbyPaulR.LawrenceandNitinNohriaintheir2002bookDriven:HowHumanNatureShapesOurChoices,theyarethedrivestoacquire(obtainscarcegoods,includingintangiblessuchassocialstatus);bond(formconnectionswithindividualsandgroups);comprehend(satisfyourcuriosityandmastertheworldaroundus);anddefend(protectagainstexternalthreatsandpromotejustice).Thesedrivesunderlieeverythingwedo.Managersattemptingtoboostmotivationshouldtakenote.It'shardtoarguewiththeacceptedwisdom--backedbyempiricalevidence--thatamotivatedworkforce

meansbettercorporateperformance.Butwhatactions,precisely,canmanagerstaketosatisfythefourdrivesand,thereby,increasetheiremployees'overallmotivationWerecentlycompletedtwomajorstudiesaimedatansweringthatquestion.Inone,wesurveyed385employeesoftwoglobalbusinesses--afinancialservicesgiantandaleadingITservicesfirm.Intheother,wesurveyedemployeesfrom300Fortune500companies.Todefineoverallmotivation,wefocusedonfourcommonlymeasuredworkplaceindicatorsofit:engagement,satisfaction,commitment,andintentiontoquit.Engagementrepresentstheenergy,effort,andinitiativeemployeesbringtotheirjobs.Satisfactionreflectstheextenttowhichtheyfeelthatthecompanymeetstheirexpectationsatworkandsatisfiesitsimplicitandexplicitcontractswiththem.Commitmentcapturestheextenttowhichemployeesengageincorporatecitizenship.Intentiontoquitisthebestproxyforemployeeturnover.Bothstudiesshowed,strikingly,thatanorganization'sabilitytomeetthefourfundamentaldrivesexplains,onaverage,about60%ofemployees'varianceonmotivationalindicators(previousmodelshaveexplainedabout30%).Wealsofoundthatcertaindrivesinfluencesomemotivationalindicatorsmorethanothers.Fulfillingthedrivetobondthegreatesteffectonemployeecommitment,forexample,whereasmeetingthedrivetocomprehend is most closely linkedwithemployeeengagement.Butacompanycanbestimproveoverallmotivationalscoresbysatisfyingallfourdrivesinconcert.Thewholeismorethanthesumofitsparts;apoorshowingononedrivesubstantiallydiminishestheimpactofhighscoresontheotherthree.Whenitcomestopracticalimplicationsformanagers,theconsequencesofneglectinganyparticulardriveareclear.BobNardelli'slacklusterperformanceatHomeDepot,forinstance,canbeexplainedinpartbyhisrelentlessfocusonthedrivetoacquireattheexpenseofotherdrives.Byemphasizingindividualandstoreperformance,hesquelchedthespiritofcamaraderieamongemployees(theirdrivetobond)andtheidedicationtotechnicalexpertise(amanifestationoftheneedtocomprehendanddomeaningfulwork).Healsocreated,aswidelyreported,ahostileenvironmentthatinterferedwiththedrivetodefend:Employeesnolongerfelttheywerebeingtreatedjustly.WhenNardellileftthecompany,HomeDepot'sstockpricewasessentiallynobetterthanwhenhehadarrivedsixyearsearlier.MeanwhileLowe's,adirectcompetitor,gainedgroundbytakingaholisticapproachtosatisfyingemployees'emotionalneedsthroughitsrewardsystem,culture,managementsystems,anddesignofjobs.Anorganizationasawholeclearlyhastoattendtothefourfundamentalemotionaldrives,butsomustindividualmanagers.Theymayberestrictedbyorganizationalnorms,butemployeesarecleverenoughtoknowthattheirimmediatesuperiorshavesomewiggleroom.Infact,ourresearchshowsthatindividualmanagersinfluenceoverallmotivationasmuchasanyorganizationalpolicydoes.Inthisarticlewe'lllookmorecloselyatthedriversofemployeemotivation,theleversmanagerscanpulltoaddressthem,andthe"local"strategiesthatcanboostmotivationdespiteorganizationalconstraints.TheOrganizationalLeversofMotivationAlthoughfulfillingallfourofemployees'basicemotionaldrivesisessentialanycompany,ourresearchsuggeststhateachdriveisbestmetbyadistinctorganizationallever.Therewardsystem.Thedrivetoacquireismosteasilysatisfiedbyanorganization'srewardsystem--howeffectivelyitdiscriminatesbetweengoodandpoorperformers,tiesrewardstoperformance,andgivesthebestpeopleopportunitiesforadvancement.WhentheRoyalBankofScotlandacquiredNatWest,itinheritedacompanyinwhichtherewardsystemwasdominatedbypolitics,status,andemployeetenure.RBSintroducedanewsystemthatheldmanagersresponsibleforspecificgoalsandrewardedgoodperformanceoveraverageperformance.FormerNatWestemployeesembracedtheirnewcompany--toanunusualextentintheaftermathofanacquisition-inpartbecausetherewardsystemwastoughbutrecognizedindividualachievement.Sonoco,amanufacturerofpackagingforindustrialandconsumergoods,transformeditselfinpartbymakingaconcertedefforttobettermeetthedrivetoacquire--thatis,byestablishingveryclearlinksbetweenperformanceandrewards.Historically,thecompanyhadsethighbusiness-performancetargets,butincentiveshaddonelittletorewardtheachievementofthem.In1995,underCynthiaHartley,thenthenewvicepresidentofhumanresources,Sonocoinstitutedapay-forperformancesystem,basedonindividualandgroupmetrics.Employeesatisfactionandengagement improved,accordingto results from aregularlyadministeredinternalsurvey.In2005,HewittAssociatesnamedSonocooneofthetop20talent-managementorganizationsintheUnitedStates.Itwasoneofthefewmidcapcompaniesonthelist,whichalsoincludedbigplayerslike3M,GE,Johnson&Johnson,Dell,andIBM.Culture.Themosteffectivewaytofulfillthedrivetobond--toengenderstrongsenseofcamaraderie--istocreateaculturethatpromotesteamwork,collaboration,openness,and friendship.RBS broke through NatWest'ssilomentalitybybringingtogetherpeoplefromthetwofirmstoworkonwell-definedcostsavingsandrevenue-growthprojects.Adepartureforbothcompanies,thenewstructureencouragedpeopletobreakoldattachmentsandformnewbonds.Tosetagoodexample,theexecutivecommittee(comprisingbothRBS and ex-NatWestexecutives)meetseveryMondaymorningtodiscussandresolveanyoutstandingissues--cuttingthroughthebureaucraticandpoliticalprocessesthatcanslowdecisionmakingatthetop.AnotherbusinesswithanexemplarycultureistheWegmanssupermarketchain,whichhasappearedforadecadeonFortune'slistof"100BestCompaniestoWorkFor."Thefamilythatownsthebusinessmakesapointofsettingafamilialtoneforthecompanywideculture.Employeesroutinelyreportthatmanagementcaresaboutthemandthattheycareaboutoneanother,evidenceofasenseofteamworkandbelonging.Jobdesign.Thedrivetocomprehendisbestaddressedbydesigningjobsthataremeaningful,interesting,andchallenging.CirqueduSoleil,iscommittedtomakingjobschallengingandfulfilling.Despitegruelingrehearsalandperformanceschedules,itattractsandretainsperfomersbyaccommodatingtheircreativityandpushingthemtoperfecttheircraft.Itsemployeesalsogettosayalotabouthowperformancesarestaged,andtheyareallowedtomovefromshowtoshowtolearnnewskills.Inaddition,theygetconstantcollegialexposuretotheworld'stopartistsinthefield. Performance-management and resource-allocationprocesses.Fair,trustworthy,andtransparentprocessesforperformancemanagementandresourceallocationhelptomeetpeople'sdrivetodefend.RBS,forinstance,hasworkedhardtomakeitsdecisionprocessesveryclear.Employeesmaydisagreewithaparticularoutcome,suchasthenixingofapetproject,buttheyareabletounderstandtherationalebehindthedecision.NewtechnologyendeavorsatRBSarereviewedbycross-businessunitteamsthatmakedecisionsusingclearcriteria,suchastheimpactoncompanyfinancialperformance.Insurveys,employeesreportthattheprocessisfairandthatfundingcriteriaaretransparent.AlthoughRBSisademandingorganization,employeesalsoseeitasajustone.TheRoleoftheDirectManagerOurresearchalsorevealedthatorganizationsdon'thaveanabsolutemonopolyonemployeemotivationoronfulfillingpeople'semotionaldrives.Employees'perceptionoftheirimmediatemanagersmatterjustasmuch.Peoplerecognizethatamultitudeoforganizationalfactors,someoutsidetheirsupervisor'scontrol,influencetheirmotivation,buttheyarediscriminatingwhenitcomestoevaluatingthatsupervisor'sabilitytokeepthemmotivated.Employeesin our study attributedasmuchimportancetotheirboss'smeetingtheirfourdrivesastotheorganization'spolicies.Inotherwords,theyrecognizedthatamanagerhassomecontroloverhowcompanyprocessesandpoliciesareimplemented.Employeesdon'texpecttheirsupervisorstobeabletosubstantiallyaffectthecompany'soverallrewardsystems,culture,jobdesign,ormanagementsystems.Yetmanagersdohavesomediscretionwithintheirspheresofinfluence;somehidebehindineffectivesystems,whereasothersmakethemostofanimperfectmodel.Managerscan,forexample,linkrewardsandperformanceinareassuchaspraise,recognition,andchoiceassignments.Theycanalsoallocateabonuspoolinwaysthatdistinguishbetweentopandbottomperformers.Similarly,eveninacutthroatculturethatdoesn'tpromotecamaraderie,amanagercantakeactionsthatencourageteamworkandmakejobsmoremeaningfulandinteresting.Manysupervisorsareregardedwellbytheiremployeespreciselybecausetheyfosterahighlymotivatinglocalenvironment,eveniftheorganizationasawholefallsshort.Ontheotherhand,somemanagerscreateatoxiclocalclimatewithinahighlymotivatedorganization.Althoughemployeeslooktodifferentelementsoftheirorganizationtosatisfydifferentdrives,theyexpecttheirmanagerstodotheirbesttoaddressallfourwithintheconstraintsthattheinstitutionimposes.Oursurveysshowedthatifemployeesdetectedthatamanagerwassubstantiallyworsethanherpeersinfulfillingevenjustonedrive,theyratedthatmanagerpoorly,eveniftheorganizationasawholehadsignificantlimitations.Employeesareindeedveryfairabouttakingabig-pictureviewandseeingamanagerinthecontextofalargerinstitution,buttheydosomeprettyfinegrainedevaluationbeyondthoseorganizationalcaveats.Inshort,theyarerealisticaboutmanagerscannotdo,butalsoaboutwhatmanagersshouldbeabletodoinmeetingallthebasicneedsoftheirsubordinates.Atthefinancialservicesfirmwestudied,forexample,onemanageroutperformedhis peers on fulfilling subordinates'drives to acquire,bond,andcomprehend.However,hissubordinatesindicatedthathisabilitytomeettheirdrivetodefendwasbelowtheaverageofothermanagersinthecompany.Consequently,levelsofworkengagementandorganizationalcommitmentwerelowerinhisgroupthaninthecompanyasawhole.Despitethismanager'ssuperiorabilitytofulfillthreeofthefourdrives,hisrelativeweaknessontheonedimensiondamagedtheoverallmotivationalprofileofhisgroup.Ourmodelpositsthatemployeemotivationisinfluencedbyacomplexsystemofmanagerialandorganizationalfactors.Ifwetakeasagiventhatamotivatedworkforcecanboostcompanyperformance,thentheinsightsintohumanbehaviorthatourarticlhaslaidoutwillhelpcompaniesandexecutivesgetthebestoutofemployeesbyfulfillingtheirmostfundamentalneeds.HowtoMakeBigStridesinEmployeeMotivationThesecrettocatapultingyourcompanyintoaleadingpositionintermsofemployeemotivationistoimproveitseffectivenessinfulfillingallfourbasicemotionaldrives,notjustone.Takeafirmthat,relativetootherfirms,ranksinthe50thpercentileonemployeemotivation.Animprovementinjobdesignalone(theleverthatmostinfluencesthedrivetocomprehend)wouldmovethatcompanyonlyuptothe56thpercentile--butanimprovementonallfourdriveswouldblastituptothe88thpercentile.DirectManagersMatter,TooAtthecompanieswesurveyedwhoseemployeemotivationscoreswereinthetopfifth,workersratedtheirmanagers'abilitytomotivatethemashighly,onaverage,astheyratedtheorganization'sabilitytofulfilltheirfourdrives.Thesamepatternwasevidentwithinthebottomfifthofcompanies,eventhoughtheiraverageratingsonallfivedimensionswere,ofcourse,muchlowerthanthoseofcompaniesinthetopfiftHarvardBusinessReview，Jul-Aug2008，Vol.86Issue7/8,p78-84

二、外文译文：译文：员工激励NohriaNitin;GroysbergBoris;LeeLinda-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。事实上，破译是什么激励人类是一个历史悠久的难题。历史上最有影响力的思想家包括亚里斯多德、亚当斯密、马斯洛等一直致力于研究人类行为的细小差异和告诉我们做事的动力。这样的杰出人物，并没有利用现代大脑科学的知识。他们的理论是基于认真调查和良好教育的，当然，包括直接观察。试想以下，通过检查汽车的发动机，而不参与发动机的装卸，推断它是怎么运作（启动、停止、加速、转向）是多么难。幸运的是，新的跨学科研究如生物学、精神学和进化心理学使我们能够看到引擎盖下，也饿就是说，是我们对人的大脑有更多的了解。我们的综合研究表明，人是由基本的情感需要激励的。正如保罗和诺瑞亚在他们2002年的书中提到：人的本质如何塑造我们的选择（获得稀有的物品，包括无形资产例如社会地位）；团队协作（将个人与集体相结合）；容忍度（满足我们的好奇心和征服我们周围的世界）；防卫（免受额外的威胁和发扬正义）。那些成为我们做事情的动机。经理试图提高应该注意的动机。通过经验证据很难去证明有动机的劳动者能产生更好的绩效。但是，管理者可以通过满足四个动机，增加激励性。我们最近得到两个主要的关于回答这个问题的研究。一方面，我们调查了两个全球业务的385名员工—一个领先金融服务和信息技术服务公司。另一个，我们调查了世界500强的300名员工。我们侧重四个常用的测量工作的指标：参与、满意、承诺和离职意向，来描述整体动机。参与代表着员工在工作中的精力、努力和自主性。满意度反应公司在工作上符合他们期望值的程度。承诺捕捉员工在何种程度上参与企业公民。离职的意向是最能代表人员流动率的。这两项研究说明了一个组织需要满足人的四种基本驱动力，一般而言60，%的员工在激励指标上是不同的。我们也发现，各个驱动力对激励的影响是不同的。满足人们对这个团队协作的需要，对员工承诺起到最大的影响。公司通过满足四个驱动力更好地提高激励的作用。整体比各部门之和更有效，一个较差的动机激励将大大减少其他三个很好的动机激励的作用。管理者的实操作中，忽视任何一部分动机的后果是显而易见的。鲍勃〃纳德利在家得宝公司时，整个公司业绩平平。可以解释为他没有关注员工想要得到的动机，没有满足他们的愿望。通过强调个人和集体的绩效，他压制了员工之间的互助友爱精神和他们的奉献精神。他还广泛得创造一个敌对的工作环境：员工认为他们没有被公正对待。当鲍勃〃纳德利离开公司时，家得宝的股票价格比他在的任何一年都要高。同时，劳氏（家得宝的竞争对手）采取奖励机制、文化、管理制度和工作设计等方法去全面提高员工的情感需要，从而激励员工，提高绩效，获得更大的市场。作为一个整体组织，很显然有满足四种需要的驱动力，但是也需要个别管理者的配合。他们会限制组织规范。但是员工很聪明，知道他们的直接上级有一定的回旋余地。事实上，我们的研究显示管理者在员工激励方面的作用和公司的政策一样重要。在这篇文章中，我们将会更清楚地看到在员工激励中的的需求，管理者可以拉动杠杆解决这些问题。组织激励的杠杆虽然满足所有员工的基本情感需求对每个公司都很必要，但是我们的研究表明每个需求都要有一个独特的组织杠杆来满足。奖励制度。期望获得的驱动力很容易被组织的奖励制度满足——取决于它能否有效地辨别绩效的好坏，将激励与表现将结合，给最好的员工晋升的机会。当苏格兰皇家银行收购国民西敏寺银行时，它继承了其中由政治、地位和雇员的任期决定的奖励制度。苏格兰银行引进了一个新的体系（保留经理负责具体目标奖和励超过一般绩效的员工）。原国民西敏寺银行的员工接受他们的新公司——部分原因是奖励制度很强硬，但是承认个体的成就。索诺科，一个工业用品和生活用品的包装制造商，在某种程度上，转变为心齐协力去更好地满足期望获得的驱动力——也就是，建立绩效与奖励的明确联系。从历史上看，公司已经设立高的业务目标，但是激励几乎没有采取任何奖行励为的行动。1995年，在辛西娅〃哈特利（人力资源副总裁）的管理下，索诺科基于个人和团体的指标建立绩效薪酬体系。通过内部调查得出提高了员工的满意度和参与度。2