員工激勵(lì)外文翻譯--激勵(lì)員工的策略

1、<p>　　中文2500字,1350單詞，7100英文字符</p><p><b>　　1 外文翻譯 </b></p><p>　　Try Strategies to Motivate Your Employees</p><p>　　Material Source: Chopra, S, (美) Modern M

2、anagement Science, 2007</p><p>　　Author: McGraw-Hill</p><p>　　Abstract: </p><p>　　A wise employer will work out various ways to retain the experienced and respon

3、sible employees if he realizes the important role his employees play in operations. In management, the employer may adopt strategies to motivate employees for their better performance. There are vario

4、us strategies for motivating them. But the following ones are some of the most common types. Keywords: employers management strategy motivate staff </p><p>　　Rewards and punishment </p><

5、;p>　　This strategy is based on a concept which is called behavior modification. Behavior that is rewarded tends to be repeated, while behavior that is punished tends to be terminated. Therefore, manager

6、s can modify employees' behavior for better performance through systematic rewards and punishment. For example, paying a bonus to employees who exceed their quotas tends to make them work har

7、d again. Suspension of pay would force employees who are often late to be late less often. </p><p>　　It is generally agreed that rewards are more effective than punishment

8、for the long-term behavior of employees, because rewards emphasize the positive aspects of the behaviors, while punishment may cause negative effects such as anger, resentment and retaliation. Th

9、at is why managers are very cautious in using punishment. </p><p>　　To make employees work effectively, rewards must be just what they want. And the employees must believe they can&#

10、160;perform better if they try and be convinced that they will get rewards if they do perform better. </p><p>　　Management by objectives </p><p>　　Management by objectives (MBO) i

11、s a program mainly used to assist managers in setting and carrying out their plans. However, many managers also think that MBO can help them improve human relations as well, because it

12、allows employees to participate in setting their own goals and monitoring their progress toward the goals. Managers believe, the employees will be more highly motivated and work more consci

13、entiously. </p><p>　　At the beginning of an MBO program, each employee is given an objective for a period of time. The objective is set after agreement between the employee and the manger.

14、0;When the objective is being implemented, the performance of the employee is reviewed periodically to determine his/her progress toward the objective. At the end of the period, a reward is given

15、 to the employee, which is closely tied with the employee's achievement. </p><p>　　MBO can improve human relations because the employees can learn more about not only their

16、own goals but also the overall goals of the company. They would feel that they are an important part of the company, and can help the company attain its goals if they achieve their

17、 own goals. The performance review and the rewards are also conductive to human relations, because they satisfy employees' needs not only at the basic levels but also at the higher level

18、s. Participative management </p><p>　　In the 1960s, workers in the Anshan Steel Works, Liaoning, China, often participated in the management because they were regarded as t

19、he masters of the company. It was said that such participative management could result in higher worker morale and better management. Surprisingly, some Japanese companies have been use

20、d similar practices widely and achieved great success. In the United States, more and more American companies have also adopted similar programs from the 1980s. </p><p>　　Employ

21、ee participation can be introduced into management at any level, but it is most common at the bottom and middle levels. For example, employees can be given a voice in deciding on issues like 

22、;when to take their coffee break or how to have their jobs done. One technique which has gained increasing popularity is the quality circle. As the name suggests, a quality circle is used to

23、 ensure product quality, and is actually a group of employees who meet regularly to discuss and solve problems con</p><p>　　Due to differences in personality, employees vary greatly

24、in the extent to which they want to get involved in management. Managers, therefore, should let the employees decide to which degree they would like to participate. Make jobs

25、more satisfying and motivating </p><p>　　At least in the first half of the 20* century, managers in the US believed that the jobs could be done more efficiently if they were made simpler and m

26、ore specialized. This led to the invention and proliferation of assembly lines. But it was later found that jobs designed often made employees bored and that tended to lower workers'

27、60;productivity rather than increase it. Therefore, efforts have been made to solve the problem, and various techniques have been invented to make the jobs motivating. </p><p>　　1. Job rotatio

28、n. This technique moves employee from job to job, thus avoiding the problem of doing one simple and specialized job over a long period of time. The effectiveness of job rotation, however, should not b

29、e overestimated, because employees will sooner or later become bored with all the jobs available for rotation. It has been found that this technique is more effective for employees who need

30、an organic overview of the relations between the different jobs of the organization. </p><p>　　2. Job enlargement. It is believed that the more operations added to a job, the more satisfying the job as

31、a whole will be. For example, if a mechanic is made responsible for both the electrical and mechanical systems of automobiles that need repair, he would be more satisfied than if&#

32、160;he were allowed to work on just one system. </p><p>　　3. Job enrichment. To a large degree, job enrichment is a combination of the above two. This technique focuses on adding to a job moti

33、vating factors. Therefore, many job enrichment programs have tried to give employees more responsibilities, more challenges, and more feedback about their performance. Job rotation is often in clued for th

34、e same reason: rotating an employee through various positions can help him or her learn new skills and grow. </p><p>　　4. Job redesign. In some ways job redesign

35、is like job enrichment, but it recognizes that employees differ in what they want from jobs and gives more emphasis to employees job match. Methods used by job redesign programs include combining

36、 works, creating natural work groups such as quality circles to make employees feel that they are important, and setting up client relationships to give employees more feedback about their jobs.

37、Therefore, job redesign programs appeal primarily to employees with</p><p>　　In order to motivate employees, programs that give employees more flexibility in work schedules have

38、 also gained popularity in the last two decades. Among the most common of such programs are flexitime, telecommuting and workshare. </p><p>　　1. Flexitime. This method allows em

39、ployees to choose their working hours to so long as the hours add up to the traditional 40-hour work week. Companies using this 4 method usually set a core time (fro

40、m 10 am to 2pm) during which all the employees must be present so that necessary coordination and cooperation is not affected. In some companies, employees are allowed to choose not only their

41、60;working hours but their working days. For ex ample, they are allowed to work 10 hours a day, but only four </p><p>　　2. Telecommuting. With the advance of technology and

42、 increasing use of networked computers, cellular telephones and express mail services, it is possible now for people, particularly professionals like lawyers, accountants and edito

43、rs, to work away from the office. This not only gives more flexibility and more job satisfaction to the employees, but also helps the employers cut expenses in office space and reduce traffic jams, air pol

44、lution and other problems caused by mass commuting. Therefore, </p><p>　　3.Workshare. Workshare is an arrangement which allows two or more people to share a full-time job. To employe

45、es who need such an arrangement, it means more flexibility and more job satisfaction, to the employers, workhsare offers additional benefits. They can use this arrangement to prepare experienced&

46、#160;workers for retirement while training their replacements, give short-term employment to college students, retain experienced employees who can work only part-time </p><p><b&

47、gt;　　譯文 </b></p><p><b>　　激勵(lì)員工的策略</b></p><p>　　資料來源: Chopra, S, ( 美) Modern Management Science,2007</p><p>　　作者: McGraw_Hill</p><p>　　摘要:如果聰明的雇主考慮到了員工在

48、工作中的決定性作用，則他會(huì)制訂出不同的方法來挽留那些有責(zé)任的以及工作經(jīng)驗(yàn)豐富的雇員。在管理上，用人單位可以采取策略，以激勵(lì)員工能更好的發(fā)揮他們的性能以表現(xiàn)的更好。為激勵(lì)他們有很多不同的策略。以下是一些最常見的類型。</p><p>　　關(guān)鍵詞:雇主管理策略激勵(lì)員工</p><p><b>　　一、獎(jiǎng)勵(lì)與賞罰</b></p><p>　　這種策略

49、是基于一種概念,稱之為行為修正。受到嘉獎(jiǎng)的行為往往是重復(fù)出現(xiàn)的，但受到懲戒的行為往往會(huì)終止。因此，經(jīng)理可以通過修正員工的行為即系統(tǒng)性的獎(jiǎng)賞和懲罰使他們表現(xiàn)的更加優(yōu)秀。比如，支付一名工作量超額的員工相應(yīng)的獎(jiǎng)金會(huì)使他們工作更用心。相反暫停支付工資或是拖欠則會(huì)讓那些常常遲到的員工遲到次數(shù)更加少一些。</p><p>　　人們通常認(rèn)為獎(jiǎng)勵(lì)比懲罰對(duì)于員工的長(zhǎng)期行為來說更加有效，因?yàn)閳?bào)酬強(qiáng)調(diào)了行為的積極方面，但懲罰則可能導(dǎo)致

50、諸如憤怒、怨恨及報(bào)復(fù)等之類的行為。這就是為什么許多管理者非常謹(jǐn)慎使用懲罰的理由。</p><p>　　為了讓員工有效的工作，所給的獎(jiǎng)勵(lì)必須要公平以及是他們想要的東西。而且雇員一定要相信他們會(huì)表現(xiàn)的更好，如果他們?cè)噲D說服他們即表現(xiàn)出色將會(huì)得到回報(bào)。</p><p><b>　　二、目標(biāo)管理</b></p><p>　　目標(biāo)管理(MBO的)主要用于

51、協(xié)助制定和執(zhí)行他們的計(jì)劃管理人員的方案。然而，許多管理人員也認(rèn)為，目標(biāo)管理可以同時(shí)幫助他們提高人與人之間的關(guān)系，因?yàn)樗试S員工參與制定自己的目標(biāo)和監(jiān)測(cè)以及實(shí)現(xiàn)目標(biāo)的進(jìn)展情況。經(jīng)理們認(rèn)為，通過這個(gè)措施員工們將會(huì)受到激勵(lì)使他們工作更加充滿活力、工作更加認(rèn)真。</p><p>　　在目標(biāo)管理計(jì)劃的實(shí)施開始階段，每個(gè)員工都會(huì)在一定時(shí)間內(nèi)被給予一個(gè)目標(biāo)。這是在雇員和經(jīng)理商量好才設(shè)置的協(xié)議。當(dāng)目標(biāo)正在實(shí)施，要對(duì)員工的表現(xiàn)定期

52、檢查以確定他/她對(duì)目標(biāo)的進(jìn)展。當(dāng)這一時(shí)期結(jié)束時(shí)，雇員會(huì)得到獎(jiǎng)勵(lì)，這是與員工的成就聯(lián)系在一起的。</p><p>　　目標(biāo)管理會(huì)提高人際關(guān)系，因?yàn)閱T工可以學(xué)到更多不僅是他們自己的目標(biāo)，但也會(huì)對(duì)該公司的整體目標(biāo)有所了解。他們會(huì)覺得自己是公司的一個(gè)重要組成部分，當(dāng)他們實(shí)現(xiàn)了自己的目標(biāo)時(shí)，他們也會(huì)幫公司完成其宏觀目標(biāo)。該業(yè)績(jī)考核和獎(jiǎng)勵(lì)等措施也有利于人和人的關(guān)系，因?yàn)樗鼈兡軡M足員工在基礎(chǔ)層次的需求和更高層次的需要。<

53、/p><p><b>　　三、參與管理</b></p><p>　　在20世紀(jì)60年代，在中國的遼寧鞍山鋼鐵廠內(nèi)，工人經(jīng)常參加管理因?yàn)樗麄儽徽J(rèn)作是企業(yè)的主人。有人說這種參與式的管理可以帶來更高的士氣和更好的管理。令人驚奇的是，日本的一些公司已經(jīng)廣泛采用了類似的做法，取得了很大的成功。在美國，越來越多的新興工業(yè)化公司從20世紀(jì)80年代開始也慢慢采用類似的計(jì)劃。</p&

54、gt;<p>　　員工參與管理可以在任何級(jí)別的管理當(dāng)中引進(jìn)，但中下層的員工參與管理是最為廣泛的。例如，員工可以給出關(guān)于何時(shí)采取這樣的咖啡休息或決定如何處理工作問題的意見。一個(gè)已經(jīng)獲得日益普及的策略是質(zhì)量管理小組。顧名思義，就像它的名字的m意所指的，質(zhì)量管理小組用以確保產(chǎn)品質(zhì)量，實(shí)際上它是由一組員工組成，他們定期開會(huì)，討論和解決在工作領(lǐng)域以內(nèi)出現(xiàn)的與產(chǎn)品質(zhì)量有關(guān)的問題。</p><p>　　由于個(gè)性差

55、異，在是否愿意參與管理的表現(xiàn)上，員工差別很大。因此管理者應(yīng)該讓員工自己決定他們?cè)敢饨槿氲胶畏N程度。</p><p>　　四、使工作更加滿意和有激勵(lì)性</p><p>　　至少在20世紀(jì)上半年，美國的經(jīng)理們認(rèn)為，要是工作制定得較簡(jiǎn)單和分工更加專業(yè)化，工作可以進(jìn)行的更有效率。該觀念催生了發(fā)明和生產(chǎn)線的擴(kuò)散以及普及。但后來發(fā)現(xiàn)，員工往往對(duì)已經(jīng)設(shè)制好的工作感到厭倦，這往往會(huì)降低而不是提高員工的生產(chǎn)

56、率。因此，人們已做出努力來解決這個(gè)問題，而且也發(fā)明了各種能激勵(lì)員工的策略。這些策略中最流行的是崗位輪換制，工作擴(kuò)大制，工作豐富化以及工作再設(shè)計(jì)。</p><p>　　1.工作輪換制。該策略可以讓員工轉(zhuǎn)換工作崗位，從而能能避免反復(fù)做單一并且專業(yè)化的工作的問題。但是對(duì)工作輪崗制的效果估計(jì)過高，因?yàn)楣蛦T遲早都會(huì)對(duì)所有提供的輪換的工作崗位感到無聊。人們已經(jīng)發(fā)現(xiàn)，這種制度對(duì)那些需要對(duì)一個(gè)組織內(nèi)不同工作之間的相互聯(lián)系有統(tǒng)籌了

57、解的人更加有效果。</p><p>　　2.工作擴(kuò)大化。據(jù)認(rèn)為，人們相信增加業(yè)務(wù)工作分支，工作從整體上來說會(huì)更加令人滿意。譬如，如果一名機(jī)械工對(duì)一輛需要修理的汽車既要修理電器又要對(duì)機(jī)械系統(tǒng)負(fù)責(zé)，那么他會(huì)感到比只安排他修理一個(gè)系統(tǒng)更加滿意。</p><p>　　3.工作豐富化。很大程度上，豐富工作化是上述兩者的結(jié)合。該策略更加注重于增加讓工作更具激勵(lì)性的因素。所以，許多豐富工作豐富化的方案試

58、圖給員工更多的責(zé)任、更多的挑戰(zhàn)，更對(duì)他們的表現(xiàn)發(fā)表意見。輪換工作制出于同樣的原因通常也有涉及在內(nèi):通過各個(gè)崗位員工可以幫助他或她學(xué)習(xí)新的技能的提高。</p><p>　　4.工作再設(shè)計(jì)。在某些方面作再設(shè)計(jì)就像是工作豐富化，但是它認(rèn)識(shí)到，員工會(huì)對(duì)工作期望值有所不同，并且向員工提出了工作匹配的重要性。通過工作再設(shè)計(jì)方案所采用的方法包括了結(jié)合工程，創(chuàng)造自然小組如質(zhì)量圈工作組，使員工感覺到自己的重要性，還設(shè)立客戶關(guān)系，讓

59、員工有更多有關(guān)其工作的反饋意見。因此，工作再設(shè)計(jì)的吸引力在于從根本上迎合了某些員工對(duì)成長(zhǎng)、認(rèn)知和成就的需求。</p><p><b>　　五、修改的工作日程</b></p><p>　　為了激勵(lì)雇員，使員工的程序更靈活的工作時(shí)間也獲得了在過去二十年的知名度。在這些方案中最常見是彈性工作時(shí)間，遠(yuǎn)程辦公和分工協(xié)作。</p><p>　　1.彈性工作

60、時(shí)間。這種方式可以讓員工自由選擇他們的上班時(shí)間，只要時(shí)間加起來達(dá)到傳統(tǒng)的40小時(shí)/工作周。公司運(yùn)用該方法通常會(huì)設(shè)定一套核心時(shí)間(從上午10點(diǎn)到下午2點(diǎn))，在此時(shí)間段內(nèi)所有的員工必須在場(chǎng)，以便必要的協(xié)調(diào)與合作不會(huì)受到影響。在有些公司，員工可以選擇不只是他們的工作小時(shí)，還可以選擇他們的工作日。比如，允許他們每天工作10小時(shí)，但只有4天。</p><p>　　2.遠(yuǎn)程辦公。隨著越來越多的網(wǎng)絡(luò)技術(shù)和計(jì)算機(jī)的普及，以及移動(dòng)

61、電話和特快專遞服務(wù)的提前使用，很可能現(xiàn)在的人特別是律師、會(huì)計(jì)師和編輯等職業(yè)的人士能夠在辦公室之外的地方辦公。這不但是給了員工更多的靈活性和滿足感，而且也有利于他們削減在辦公室內(nèi)的開支，緩解了辦公場(chǎng)所的交通堵塞、空氣污染和大量通勤而造成的其它問題。因此，這種方法被稱為遠(yuǎn)程辦公。</p><p>　　3.分工協(xié)作。分工協(xié)作是一項(xiàng)允許兩名或多名員工一起共享一個(gè)全職工作的安排。對(duì)員工誰需要這樣的安排，這意味著更多的靈活性