員工激勵外文翻譯

1、<p><b>　　附錄A</b></p><p>　　Title: Meeting employeee requirements: Maslow's hierarchy of needs is still a reliable guide to motivating staff.</p><p>　　Material Source: Industr

2、ial Engineer Oct2011 Author:SADRI,GOLNAZ BOWEN, R. CLARKE.</p><p>　　Motivation relates to a range of psychological processes that guide an individual toward a goal and cause that person to keep pursuing tha

3、t goal. Motivation often is described in terms of direction (the choice of one activity over another), intensity (how hard an employee tries) and persistence (how long an employee continues with a behavior, even in the f

4、ace of obstacles or adverse circumstances). Motivated employees work harder, produce higher quality and greater quantities of work, are more l</p><p>　　Competition by companies to attract the most talented i

5、ndividuals has given employees the power to demand more than just a reasonable wage or salary, and there is evidence that companies are starting to listen. A recent survey showed that salary had only a 20 percent impact

6、on job satisfaction. Employees need a range of motivators in order to remain engaged in their work. In response to this demand, employers are looking at how to satisfy their employees on both an extrinsic, financial leve

7、l as </p><p>　　Research conducted by the Employee Benefit Research Institute (EBRI) found that in 2004, 92 percent of employer spending for total compensation was on wages and salaries; however, the followin

8、g year spending on wages fell to 81 percent. In balancing monetary (extrinsic) and nonmonetary (intrinsic) incentives, companies use diverse motivators ranging from competitive monetary compensation and health insurance

9、packages to concierge services and nap times. The continuous endeavor is to be creative </p><p>　　The theory of Maslow’s hierarchy of needs can be used as a framework to identify the various benefits organiz

10、ations can offer to satisfy their employees’ needs and, in turn, increase revenues and reduce expenses. Psychology professor Abraham Maslow’s theory, proposed in 1943, identifies the five basic human needs that underlie

11、all human activity.</p><p>　　Fundamental behavior </p><p>　　Maslow’s hierarchy of needs is one of the fundamental theories of personal motivation. The theory can help organizations design progra

12、ms to motivate their employees, retain employee loyalty, reduce turnover, recruit quality individuals and ultimately increase productivity and net income. A. Kinicki and R. Kreitner, in their book Organizational Behavior

13、, identify and define the five basic human needs that comprise Maslow’s hierarchy. The five human needs, presented in hierarchical order from the </p><p>　　According to Maslow, each need has to be satisfied

14、substantially in order for an individual to progress to the next level. Managers are able to motivate their employees by providing rewards that help satisfy the need that is operational and prevalent at any point in time

15、. Once a need has been satisfied substantially, it ceases to be a motivator. Then, employees move to the next level in the need hierarchy and work on satisfying those needs. </p><p>　　1. Physiological needs&

16、lt;/p><p>　　Maslow defined the physiological need as the most basic. It includes the need for food, air, water and shelter as well as the need to be active, to rest and to sleep. The most obvious motivational i

17、tem in this category is monetary compensation, which includes wages and salaries, bonuses, stock options and retirement plans. Wages and salaries make up about 80 percent of what companies spend to compensate their emplo

18、yees. Many individuals would list salary as one of the most important factors when</p><p>　　Providing a comfortable work environment also helps satisfy physiological needs. Clean and fresh air to breathe and

19、 an ergonomic workspace, keyboard and mouse can help employees perform without distraction and keep them motivated. Other benefits offered to satisfy employees’ physiological needs are free or subsidized cafeterias, regu

20、lar break times and break rooms stocked with drinks and food. </p><p>　　Many companies provide free food for their employees so that they are satisfied on this level and able to engage more fully in their wo

21、rkplace activities. For example, A. Lashinsky in Fortune describes Google’s 11 gourmet cafeterias at its Mountain View, Calif., headquarters where employees can eat for free. Other free (and subsidized) perks that compan

22、ies provide include car washes, laundry and dry cleaning facilities, onsite gyms, exercise classes, massages and discounts on company products. P</p><p>　　Another employee benefit that is becoming more impor

23、tant for companies to provide is a healthy work-life balance. Work-life balance is considered a physiological need since one needs to engage in enough nonwork activity and rest to have a healthy lifestyle. Increasingly,

24、employees are considering work-life balance as an important goal and factor the potential for this into their decision of whether to work for a company. It is not uncommon for a job candidate to reject a job offer becaus

25、e it did</p><p>　　In order to accommodate the work-life balance needs of potential employees and attract the best possible applicants, companies have developed greater levels of flexibility, offering program

26、s like telecommuting, on-site fitness centers, on-site laundry facilities, flexible workweeks and hours, and the ability to work from home a few days a week. In addition, employees seek greater balance through vacation t

27、ime and extra days off during the holidays to help them enjoy life outside of work, have mo</p><p>　　2. Safety need</p><p>　　The safety need, as defined by Maslow, consists of the need to be saf

28、e from physical and psychological harm. As with physiological needs, wages and salaries help to provide a safe place to live, a basic need. Another factor that is as important as a safe place to live is a sense of securi

29、ty regarding an employee’s health (both physical and mental). According to a study by J. MacDonald from EBRI, corporate America spent $596.5 billion on health benefits in 2005. In prior decades, perhaps only the</p>

30、;<p>　　Another major component used to satisfy safety needs is the provision of retirement plans. Employees derive an overall sense of long-term security with the knowledge that they are able to provide for themse

31、lves during their retirement years. The most popular and widely used employer-sponsored plan is the 401(k), in which the employer matches a portion of the employee’s contribution. Companies that do not provide a matching

32、 contribution find themselves at a disadvantage in attracting, hiring and </p><p>　　Finally, as a way to help with emotional and mental wellbeing, companies are providing employee assistance programs and cou

33、nseling services. These programs provide psychological security through the use of qualified professionals who can be accessed through a confidential helpline (where employees call in to speak with trained counselors to

34、help them with problems ranging from conflict and stress at the workplace to personality disorders and recovery from addiction) or face-to-face meetings with</p><p>　　3. love/belonging needs</p><p

35、>　　The desire to love and to be loved is the third tier in Maslow’s hierarchy and includes the need for affection and belonging. Individuals who are looking to satisfy their love/belonging needs are likely to join or

36、continue working at a company based on the relationships and social support mechanisms they have established or potentially expect to establish there. Two important sources of social support for employees include co-work

37、ers and bosses.</p><p>　　Cohesive teams benefit employers as well as employees. Teams are able to produce synergy (output that is greater than the sum of all the individual parts). Thus, a company can become

38、 more efficient and develop new and creative ideas by allowing employees to collaborate and work in teams. This is a win-win situation for the company since it also will help satisfy the belonging needs of its employees.

39、 Other programs that companies have implemented to meet the belonging need of employees are compan</p><p>　　4. esteem need</p><p>　　Maslow’s esteem need includes the needs for responsibility, re

40、putation, prestige, recognition and respect from others. These, in turn, lead to self-confidence and strengthen an employee’s motivation and productivity. Research has shown that lack of recognition from their direct sup

41、ervisor is one of the main reasons employees leave their jobs. Receiving recognition and praise are fundamental motivators across all levels of employees. Recognition and praise help an individual know that people appr&l

42、t;/p><p>　　Research also shows that many individuals will join or stay with a company to satisfy their esteem needs through a sense of accomplishment in their work. Employees like to feel that their work contri

43、butes to establishing a good reputation for them. To help foster these feelings, companies can implement many simple and cost-effective programs. Providing business cards with the employee’s name and title produces an em

44、otional appeal, a sense of connection and pride in the organization. Many compani</p><p>　　Ambitious employees want to feel challenged and have opportunities to advance. They want a defined work role with di

45、stinct career possibilities. For these employees, titles and promotions are important. In small companies, if there is no vertical ladder to climb, then companies need to delegate responsibilities to help their employees

46、 with career development and keep them engaged. </p><p>　　5. Self-actualization need</p><p>　　The fifth and final tier of Maslow’s hierarchy is the need for self-actualization, which is the need

47、 for self-fulfillment and to become the best one is capable of becoming. Employees who significantly have satisfied the four lower needs now are looking to better themselves, those around them and the world as a whole. T

48、here is a sense that once these needs are engaged, they likely will become stronger as they are fed and satisfied. Therefore, this layer within the hierarchy is used to inspire emp</p><p>　　One of the basic

49、ways in which companies can help their employees begin to satisfy this need is to offer tuition-reimbursement programs and encourage enrollment in classes and courses related to their job responsibilities. Education assi

50、stance plans help employees keep pace with the ever-changing work environment as well as provide valuable opportunities for personal and professional growth and development. Further-more, employees will bring new skills

51、back into the workplace that will add value</p><p>　　Another benefit is allowing a paid sabbatical, typically ranging from a few weeks to a few months, in which the employee can participate in a humanitarian

52、 cause or work toward a lifelong goal. R. Levering and M. Moskowitz in Fortune detail REI’s practice of allowing a four-week sabbatical after 15 years of service. Employees use the time to tackle an outdoor goal, such as

53、 climbing Mount Everest. Sabbaticals also are offered by most educational institutions to support faculty in developing resear</p><p>　　This is a great opportunity to get out of the office and partner with c

54、o-workers to do charity work, which also helps meet employee needs for love and belonging. Another way to help satisfy the need for self-actualization and motivate employees is to match dollar for dollar (or a percentage

55、) of employees’ contributions to a charitable organization. This also helps build company loyalty.</p><p><b>　　附錄B</b></p><p>　　標題： 會議員工要求：馬斯洛需求層次仍然是一個可靠的指導鼓勵員工的理論。</p><p&

56、gt;　　資料來源:工業(yè)工程師2011年10月 作者：SADRI, GOLNAZ BOWEN, R. CLARKE.</p><p>　　動機與一系列的心理過程是引導個人向一個目標及引起的那個人繼續(xù)追求這一目標的過程。動機常被形容為方向(選擇一個活動超過另一個),強度(雇員如何努力嘗試)和毅力(職員能繼續(xù)一個行為多久，即使面臨障礙或逆境)。激勵員工努力工作,創(chuàng)造更高品質(zhì)和更大量的工作,使其更多地從事組織公民行

57、為,而不會離開該組織尋找更好的機會。</p><p>　　公司間的競爭中最吸引人才的方式是給予員工的權(quán)利不再僅僅是一份合理的工資、薪金,更有證據(jù)表明,公司開始傾聽員工需求。最近的一項調(diào)查表明,工資只占影響工作滿意度的20%的。為了保持全身心投入工作員工需要一系列的激勵因素。針對這一需求,雇主都在思考如何滿足雇員外在的金融水平以及內(nèi)在的心理的水平。</p><p>　　研究表示，2004年員

58、工福利研究所(EBRI)發(fā)現(xiàn),92%的雇主的總薪酬開支在工資、薪金上;然而,接下來一年的工資開支降到81%。在平衡貨幣(外在)和非貨幣(內(nèi)在)的獎勵中,公司使用不同的激勵因素,從競爭貨幣補償和健康保險到禮賓服務和午睡時間。不斷的努力是創(chuàng)造性設計一種福利待遇從而吸引并保持有質(zhì)量的雇員。</p><p>　　馬斯洛的需求層次理論可以作為一個框架來確定各種能夠提供滿足員工需求的利益團體，從而反過來增加收入減少費用。心理

59、學教授亞伯拉罕馬斯洛1943年提出的理論中，確定了5個基本的需求促成了人類的一切活動。</p><p><b>　　基本行為</b></p><p>　　馬斯洛的需求層次的基本理論之一是個人的動機。這個理論可以幫助組織設計程序來激勵員工,保持員工忠誠度,減少營業(yè)額,招聘有質(zhì)量的員工和最終提高生產(chǎn)率和純收入。A. Kinicki and R. Kreitner他們的書中

60、提到組織行為學中,識別并定義了馬斯洛的層次構(gòu)成的5個基本的人類需求。五個人類的需求,提出了從最基本到最先進的等級秩序,生理、安全、愛/歸屬感、尊重和自我實現(xiàn)的。</p><p>　　根據(jù)馬斯洛,每個人渴望發(fā)展到一個新的層次的這種需求需要被大大滿足。經(jīng)理通過提供獎勵的形式能在任何一個點的操作和普及激勵他們的員工。本質(zhì)上一旦需要已經(jīng)滿足,它就不再是一種動力。然后，對于滿足這些需求，員工就轉(zhuǎn)移到下一個水平層次和工作的需

61、要上。</p><p><b>　　生理需求</b></p><p>　　馬斯洛的生理需要定義是最基本的。它包括食物、空氣、水和住所以及需要積極、休息和睡眠。在這一范疇的提出的最明顯的動機項目是貨幣補償,包括工資、薪金、獎金、股票期權(quán)和退休計劃。公司所花工資、薪金所得的約80%來補償他們自己的員工。許多人在考慮一份工作的時候會列出薪水最重要的因素之一。金錢是一個重要的

62、部分，員工的獎勵，解決了大半的生理需求。一個人賺的的工資、薪金可以獲得食物、衣服和住的地方。</p><p>　　提供一個舒適的工作環(huán)境也有助于滿足生理需要。清潔和清新的空氣呼吸和符合人體工學的工作空間及鍵盤和鼠標可以幫助員工不分心,并且保持他們的動力。其他提供給滿足員工生理需求的是免費的或補貼的自助餐，特定的休息時間及存放著飲料和食品的休息室。</p><p>　　許多公司都為其雇員提供

63、免費的食物使他們滿意這個水平從而能夠更充分地在自己的工作崗位上從事活動。例如,《財富》雜志的A. Lashinsky描述道：谷歌在加利福尼亞州的11美食自助餐廳，在哪兒總部的雇員能免費吃。公司提供的其他優(yōu)厚待遇(補助),包括洗車，洗衣房和干洗設備，現(xiàn)場體育館、健身課程、按摩和有折扣的公司產(chǎn)品。免費提供額外的補貼有助于減少雇員開支,間接地給他們更多的可支配收入購買其他必需的物品,幫助滿足基本生理需求或者更多。</p><

64、;p>　　另一個員工福利是公司提供健康工作與生活的平衡變得原來越重要。既然平衡工作與生活被認為是一種生理需要，那么就需要進行足夠的工作外的活動和休息，從而有一個健康的生活方式。越來越多的員工正在考慮將平衡工作與生活作為一種他們決定是否在一個公司工作的重要的目標和潛在指標。一個應聘者因沒有包括一個良好的工作與生活平衡而拒絕一份工作是并不鮮見的。大部分招聘人員對工作與生活的平衡的考慮比五或十年前更多。</p><p

65、>　　為了容納潛在的雇員和吸引最好的申請人工作與生活的平衡需求,公司已經(jīng)開發(fā)出更深層的靈活性,提供如遠程辦公,現(xiàn)場健身中心,現(xiàn)場洗衣設施、靈活工作周和時間，并且能夠一個星期在家里工作幾天的項目。此外,雇員通過額外的假期時間,假期休息日尋求更大的平衡從而幫助他們享受工作之外的生活，生活中有更多的平衡并且回到工作的地方時有更大的生產(chǎn)力。</p><p><b>　　安全需要</b><

66、/p><p>　　安全的需要,根據(jù)馬斯洛,包括遠離身體上和心理上的傷害的需求。生理需要,如工資是用于提供一個安全的地方住,一個基本的需要。另一個因素即對于雇員的健康(在生理上和心理上)所提供的安全感與住在一個安全的地方是一樣重要的。根據(jù)來自學報 EBRI的J. MacDonald一項研究表明，美國的公司于2005年在健康福利上花費了5965億元。在過去的幾十年里,可能只有員工得到了醫(yī)療保險?，F(xiàn)在,預計公司將健康保險擴

67、展到員工的家庭成員。此外,一些公司提供傷殘和人壽保險,增加了長期安全和保障,并有助于建立員工的信任感和忠誠度。</p><p>　　用來滿足安全要求的另一個主要部分是提供退休計劃。推導出的總體感覺是員工的長期安全意識即他們能夠保障自己退休后的生活。最受歡迎和廣泛應用的雇主贊助計劃是401(k),其中用人單位匹配一部分員工的貢獻。當發(fā)現(xiàn)自己處于劣勢時公司不提供相應的贊助，只會吸引，雇用和留住最合格的個人。</

68、p><p>　　最后,為了有助于情緒和精神健康,公司主要提供雇員援助項目和咨詢服務。這些項目通過服務熱線進行秘密訪問(雇員向訓練有素的法律顧問咨詢，來緩解工作中的沖突問題和壓力，從人格障礙和成癮中恢復)，面對面的會議與培訓顧問可以幫助員工應對他們情感的困難。</p><p><b>　　3.愛/歸屬需要</b></p><p>　　渴望愛與被愛在馬

69、斯洛需求層次的第三層，包括感情需求和歸屬感。個人在尋找滿足自身愛和歸屬的需要，基于關(guān)系和社會支持他們建立了機制和潛在期望建立的過程中有可能加盟或繼續(xù)在一個公司工作。員工重要的社會保障來源于同事和老板。</p><p>　　有凝聚力的團隊有益于雇主以及雇員。團隊有增效作用。因此,一個公司通過允許員工的交流與合作,以團隊的形式工作，可以獲得更高的效率和開發(fā)新的、有創(chuàng)意的經(jīng)營理念,。公司通過滿足其雇員的歸屬需要，達到雙

70、贏的局面。公司實施一些項目來滿足員工的需要例如公司聚會，宴會，招待會，公司贊助的體育運動隊，俱樂部，輔導和程序及可以允許員工帶孩子和寵物上班等。此外，開放計劃辦公室和休息室使員工有機會相遇，彼此互動，幫助滿足其需要。</p><p><b>　　4.尊重需要</b></p><p>　　馬斯洛的尊重需要,包括責任、名譽、聲望、重視和別人的尊敬。這些反過來增加了員工的自

71、信心和動機和生產(chǎn)率。研究表明,缺乏從他們的直接主管識別信息是員工失去工作的主要原因之一。接收贊賞和贊美都是所有部門的雇員根本的動因。認可和贊譽幫助一個人知道自己已經(jīng)獲得了人們欣賞。此外,自信是鞏固而動機是為了繼續(xù)努力工作。威奇托州立大學商學院的研究人員G. Graham在一項研究中發(fā)現(xiàn),63%的美國工人把排名識別作為一種獎勵。</p><p>　　研究還表明,許多人即將加入或留在一個公司從事有成就感的工作是為了滿

72、足他們的尊重需要。員工感到這種工作有助于為他們建立良好的聲譽。公司可以實現(xiàn)許多簡單的和經(jīng)濟的計劃來促進這些感受。提供印有員工的名字和標頭銜的名片能產(chǎn)生一種情調(diào),一股莫名的連接和驕傲的團隊精神。許多公司已經(jīng)開始創(chuàng)造社會或聲望的團體,包括最好的專業(yè)技術(shù)人員,以保持員工激勵。</p><p>　　雄心勃勃的員工想要挑戰(zhàn)和有上升的機遇。他們想要一個明確的工作角色與不同的職業(yè)機會。這些員工，頭銜和升職是重要的。在小公司，如

73、果沒有直梯爬，然后公司需要委托代表責任幫助他們的員工，讓他們從事生涯發(fā)展。</p><p><b>　　5.自我實現(xiàn)需要</b></p><p>　　第五,終極馬斯洛層次是自我實現(xiàn)的需要,這是需要自我成為最好的一個是能夠成為的人。員工滿足了四個較低級的需求，現(xiàn)在期待更好的自己，對他們周圍的人和整個世界也有了更高的要求。我有一種感覺，一旦這些需求，他們可能會變得更加強大

74、，他們是美聯(lián)儲和滿意。因此，這一層內(nèi)的等級是用來激勵員工，幫助他們達到自己的最高水平。</p><p>　　一個基本的方法，公司可以幫助他們的員工滿足這一需要即提供退回學費計劃和鼓勵注冊課程和課程有關(guān)的職位描述。教育援助計劃幫助員工跟上變化的工作環(huán)境,提供有價值的機會即個人和專業(yè)成長及發(fā)展。進而,雇員將帶來新的技能回到工作場所,將有助于服務公司。</p><p>　　另一個好處是帶薪休假，

75、通常從幾個星期到幾個月，其中員工可以參加人道主義事業(yè)或為工作的終身目標努力。R. Levering和M. Moskowitz財富詳細麗的做法是允許在15年后的工作服務后有四個星期的休假。員工利于這個時間來完成一個室外的目標，如爬珠峰。休假也提供給許多教育機構(gòu)支持教師打破教學班的模式，參與發(fā)展中國家的研究議程。結(jié)果，精神和身體得到了更新，為員工的工作帶來了新的能源，當返回工作崗位時便產(chǎn)生了更大的生產(chǎn)力。</p><p&