外文翻譯--象牙塔創(chuàng)業(yè)激勵系統(tǒng)的問題

1、<p>　　出處： The Journal of Transfer Technology 2007(29) :P353-364.</p><p><b>　　中文3729字</b></p><p><b>　　外文文獻翻譯譯文</b></p><p><b>　　外文原文</b></

2、p><p><b>　　原文：</b></p><p>　　Entrepreneurship from the Ivory Tower: Do Incentive Systems Matter.</p><p>　　Gideon D. Markman</p><p>　　The study conducted at a lo

3、wer incentive compensation for the purpose of research, mainly through the existence of incentive compensation plan, and explore the diversity of pay incentives. Through understanding the impact of incentive pay factors

4、of organizational pay structure.</p><p>　　Employee motivation, Gideon Blackman Smarr main research for motivating employees: 1, because the failure to encourage employees not to give up the staff in question

5、 should promote its change of mind. 2, continuously improve the quality of staff can not be improved for staff eliminated. 3, by the staff of each department to understand the work, to assess their performance appraisal.

6、 4, do not give employees much the established model to encourage them to give full play to their potential and cre</p><p>　　Gideon Blackman Smarr staff should be self-determined that the work of the day. Re

7、quire each employee to accept the so-called test (mirror test): the face of the mirror every day, you can reflect on their actions, even occasionally bring home the company's stationery to use such a trivial matter.

8、use of all available actions to convey his thoughts, he said: &quot;We should build on a clean system supervision, through perseverance, strong leadership, can not indulge his own subordinates.&quot;</p>&

9、lt;p>　　In the process of enterprise development, Gideon Blackman Smarr incentives that companies should pay a comprehensive understanding of the concept and use them to pay a reasonable design to go. Pay incentives sh

10、ould be designed to consider the organization's strategic objectives, then staff and the development of enterprises in the same direction. Gideon Smarr Hickman that the pay structure of enterprises believe that the b

11、est option should always be an open discussion and full debate. This can m</p><p>　　The incentive pay should need to have the 4 elements, namely: with the power to motivate staff, ways to motivate staff, inn

12、ovative mechanisms for the concrete implementation in the enterprise.</p><p>　　Performance evaluation of staff and research staff salaries and incentive mechanism should the performance evaluation and incent

13、ive mechanisms. Employee performance evaluation of research, assessment criteria, then design a clear assessment of their skills and specific needs to assess the process of assessment indicators. Assessment results must

14、be complemented by incentives, if not encouragement, evaluation would be meaningless.</p><p>　　First, the employee performance evaluation of the first principles of evaluation indicators must be closely inte

15、grated with the enterprise development strategy, integrated to ensure the competitiveness of the market</p><p>　　Second, the assessment team, the staff pay attention to team and individual performance assess

16、ment must be closely related to the establishment of indicators, which must be reasonable, and to into the system.</p><p>　　Third, the principle is based on enterprise development strategy, balanced long-ter

17、m goals and short-term indicators, the relationship between performance indicators and technical indicators.</p><p>　　Promotion and career development opportunities. Staff to focus on business-to-own trainin

18、g and promotion opportunities. Money to stimulate weak, employees pay more attention to upgrading the status and future development, where material rewards simply can not meet the needs of staff, business staff incentive

19、s combined into spiritual and material incentives.</p><p>　　The enterprise, and internal promotions have the following significance: first, relative to other incentives (such as monetary incentives), promoti

20、on can encourage members of the long-term behavior. Before promotion companies who need to be promoted to long-term performance evaluation, providing a long-term incentive is an incentive to conduct further encourage mem

21、bers to comply with long-term interests of enterprises; and enterprises are often short-term performance of the employee's monetary a</p><p>　　However, the promotion of enterprise as an incentive, there

22、will still be some problems. First, the level of promotions is limited. Enterprises are only a small number of employees for promotion, but did not like the monetary incentive, while rewarding most of the people. Second,

23、 the staff of the entire career, even the best people, the number can not be a lot of promotion. The company can be regular employees monetary incentives. Third, the promotion had little chance to win a promotion because

24、</p><p>　　Therefore, how to apply for promotion to this important incentive, and only a few people can minimize the negative impact of promotions, can not provide more opportunities for promotion cases, the

25、majority of staff continue to work very good work to maintain professionalism, business management should not be overlooked is the important issue. Adhere to the principle of impartiality is to play for promotion promoti

26、on incentives, and eliminate the negative effect of promotion may be an important m</p><p>　　Mainly by the assessment of performance evaluation mechanism and evaluation indicators of two parts. When designin

27、g an assessment mechanism is the assessment method must be considered to assess the personnel and responsibilities, assessment forms, assessment period, assessment of elements associated with the incentive. Evaluation in

28、dicators designed to take the effectiveness and efficiency of the indicators. For example, a typical R &amp; D testing of performance indicators is a new product deve</p><p>　　Enterprises performance eva

29、luation, to be fair, rigorous and objective evaluation of staff, director of evaluation can be used directly and indirectly in charge to adjust the way, evaluation results and the reviews have to be evaluation feedback t

30、o the people, there are differences in evaluation scores, and with incentives to to achieve good results; companies using traditional assessment methods, the implementation of them will encounter many difficulties, CISS

31、performance appraisal system acro</p><p>　　Finally, the performance evaluation does not mean that all of the data, it may just be signs of management problems in the surface potential. The key lies in how th

32、e corporate management of the results of comprehensive analysis of assessment data, and as a compensation management process, performance evaluation is the starting point, this is the most valuable positive.</p>&

33、lt;p>　　How to motivate employees Almost every company use to motivate staff wages, more or less large number of business leaders will encourage employees to use it as a top priority. However, the staff more and more

34、emphasis on innovation today, but an increase in pay to motivate staff, to stimulate the enthusiasm of the staff is not acceptable. Now many enterprises to increase in pay and bonuses as a magic key motivating. However,

35、income alone can increase employee incentives to play it The emergenc</p><p>　　A listed company is a household appliances manufacturing company in the late 80's introduction of foreign advanced technolo

36、gy, the introduction of production lines and advanced production management experience, to jump to a well-known brand household appliances industry. With the development of enterprises, the income of employees &quot;

37、up&quot;, the higher living standards in local circumstances, as a business is very desirable. With the development of a diversified company has produced, organi</p><p>　　Management consulting company fo

38、und that, since the operating subsidiary company, in the development process of staff in the A1, A2 of the subsidiary's management philosophy and management system, pay system design is very similar ideology, therefo

39、re, although the two subsidiaries is independent, but have similar pay structure, only in the larger gap between income levels, so in different market conditions of the two companies, the company benefits are poor. In-de

40、pth research on the company's co</p><p>　　The first and most important issue is the internal distribution of income inequality. The performance of internal inequality is one of the vertical distribution

41、of income. In the A1, A2 wages of these two companies is a flat curve. Therefore, the inequality of income the same level of responsibility there, seriously affecting their motivation and staff mobility, the loss in the

42、enterprise backbone of the highest rates in the observed distribution of staff salaries. A1 and A2, according to the sa</p><p>　　On the other hand, there are still external unfair. Relative scarcity of the t

43、alent market are some people with professional skills, market prices are higher than wages in the enterprise. Internal and external differences between the pay levels, so that some staff psychological loss of balance, th

44、e results left the company, the companies have to look for new professionals.</p><p>　　After all these years of reform, improve staff pay levels and has been achieved, but how to pay the incentives and mobil

45、ize their initiative to establish a better relationship in terms of the role of a scientific and efficient pay incentives.</p><p><b>　　譯文：</b></p><p>　　象牙塔創(chuàng)業(yè)：激勵系統(tǒng)的問題</p><p

46、><b>　　基甸斯馬克曼</b></p><p>　　此研究以較低的薪酬進行激勵為目的，主要通過研究薪酬計劃激勵作用的存在，探索薪酬激勵機制的多樣化。筆者通過了解薪酬激勵機制的影響因素研究組織薪酬結構。</p><p>　　員工激勵，基甸斯馬克曼對于激勵員工的主要研究：1、鼓勵員工不要因為失敗而放棄，有問題的工作人員應當促進其改變想法。2、不斷提高員工的素質，

47、對于不能夠提高的員工進行淘汰。3、通過對每個部門的工作人員的工作情況了解，以評估其績效考核。 4、不要給員工太多既定工作模式，鼓勵他們充分發(fā)揮自己的潛能和創(chuàng)造力。5、不僅需要提供精神鼓勵，而且要給予實際獎勵。</p><p>　　基甸斯馬克曼認為員工應當自我確定當天的工作情況。要求每個的員工接受所謂的測試（鏡測試）：每天面對鏡子，你可以反省自己的行為，即使是公司的文具偶爾帶回家使用這樣的小事。他利用所有

48、可用的實際行動來傳達他的想法，他說：“應該建立在一個干凈的系統(tǒng)監(jiān)督，通過堅持不懈，強有力的領導，不能放縱自己的下屬?！?lt;/p><p>　　在企業(yè)發(fā)展過程中，基甸斯馬克曼認為企業(yè)應該對薪酬激勵概念全面的了解，并把他們合理運用到薪酬設計里去。薪酬激勵機制的設計應該考慮組織的戰(zhàn)略目標，然員工的工作與企業(yè)的發(fā)展方向一致?；樗柜R克曼認為企業(yè)的薪酬設計應該始終堅信最好的方案應該經(jīng)過公開討論和全面的辯論。經(jīng)過這樣可以使之成

49、為員工共同討論的結果，是大家都接受的想法。理論和經(jīng)驗都證明，由研發(fā)人員，營銷人員，生產(chǎn)人員和財務人員等大多數(shù)員工參與的薪酬設計是最有效的。</p><p>　　這種薪酬激勵機制應該需要具備的4種元素，即：具有能激勵員工的動力，激勵員工的途徑，具有創(chuàng)新的機制，在企業(yè)可以具體實施。</p><p>　　研究員工的績效評估和研究員工的薪酬激勵機制應把績效評估和激勵機制相結合。對研究員工的績效評估

50、，建立評估的標準，然后再設計清晰的評估工作及其技能的過程和需要負責評估和建立的評估指標的過程。評估結果必須有配套的激勵機制，如果沒有激勵，評估將失去意義。</p><p>　　第一，員工的績效評估的評估指標的首要原則是必須與企業(yè)發(fā)展戰(zhàn)略密切結合，統(tǒng)籌兼顧，確保市場的競爭力</p><p>　　第二，對團隊進行考核時，員工注意團隊和個人績效必須建立密切相關的考核指標，這些指標必須是有理有據(jù)，

51、并且要成體系。</p><p>　　第三，原則是基于企業(yè)的發(fā)展戰(zhàn)略，平衡長期目標和短期指標，性能指標和技術之間關系的指標。</p><p>　　晉升與職業(yè)發(fā)展機會。員工關注企業(yè)對自己的培養(yǎng)和晉升機會。金錢的刺激變弱，員工更注重地位的提升和未來發(fā)展，這里簡單的物質獎勵已經(jīng)不能滿足員工的需要，企業(yè)對員工的激勵轉為精神與物質結合的激勵方式。</p><p>　　對企業(yè)來講

52、，內部職務晉升有以下重要意義：首先，相對于其它激勵措施（如貨幣激勵），晉升可以鼓勵組織成員的長期行為。晉升前企業(yè)需要對被晉升者進行長期的業(yè)績評價，所提供的激勵是一種長期的激勵，進而鼓勵組織成員的行為要符合企業(yè)的長遠利益；而企業(yè)往往根據(jù)員工的短期業(yè)績進行貨幣獎勵。這種激勵就主要是短期的激勵，有可能驅使組織成員更注重自己的短期利益而忽視企業(yè)的長期利益。第二，企業(yè)從內部晉升優(yōu)秀員工，能使與企業(yè)同甘共苦、一起成長的員工受惠于企業(yè)發(fā)展的成果。相對

53、于外部招聘，企業(yè)從內部提拔合適的人選更能加強企業(yè)的凝聚力。第三，內部晉升的員工已經(jīng)認同企業(yè)的價值觀，熟知企業(yè)的運作，比外部招聘的員工有更強的適應性與融合性。第四，內部晉升不但讓被晉升者得到更多的機會和在更大的范圍施展其才華，也給未晉升者或新來者提供了職業(yè)發(fā)展的期望，使員工將個人職業(yè)發(fā)展與企業(yè)的長期發(fā)展結合起來，從而增強員工對企業(yè)的歸屬感與忠誠感。</p><p>　　但是，企業(yè)把晉升作為一種激勵措施，也會存在一些

54、問題。首先，職務晉升的等級是有限的。企業(yè)只能晉升少數(shù)員工，而不能象貨幣激勵那樣，同時獎勵大多數(shù)人。第二，在員工的整個職業(yè)生涯中，即使最優(yōu)秀的人才，其晉升的次數(shù)也不可能很多。而企業(yè)對員工則可經(jīng)常進行貨幣獎勵。第三，由于晉升機會不多，同事之間會因為爭取晉升而產(chǎn)生競爭，從而可能影響團隊合作精神。第四，晉升具有激勵與選拔管理人員兩種功能，這兩種功能會存在沖突。獎勵功能是對員工過去的優(yōu)秀業(yè)績進行獎勵。選擇管理人員是將合適的人放在合適的崗位上。在現(xiàn)

55、有崗位上業(yè)績優(yōu)秀的員工不一定適合、也不一定有興趣做管理工作。典型的例子是優(yōu)秀的科學家和工程師不一定能當出色的經(jīng)理。在現(xiàn)有崗位上有能力和業(yè)績突出的人，不一定能勝任更高層的職務。但在晉升的激勵下，被晉升者可能會不斷要求晉升，直到最后到達力不從心的職位為止。而他（她）將會在這個力不從心的職位上完成其整個職業(yè)生涯。</p><p>　　因此，如何正確運用晉升這一重要的激勵措施，又盡可能減少只有少數(shù)人能晉升所帶來的消極影響

56、，在無法提供更多的晉升機會的情況下，使大多數(shù)很不錯的員工繼續(xù)努力工作，保持敬業(yè)精神，是企業(yè)管理中不容忽視的重要問題。堅持晉升公正性原則是發(fā)揮晉升激勵作用，并消除晉升可能產(chǎn)生的消極作用的重要措施。</p><p>　　績效評估主要是由評估機制和評估指標兩部分構成。當設計評估機制是必須考慮的評估方法，評估人員和責任，考核形式，考核周期，考核與激勵相關的元素組合。設計評估指標，采取的有效性和效率性的的指標。例如測試一個

57、典型的研發(fā)人員的績效指標是新產(chǎn)品開發(fā)，對新產(chǎn)品的市場返修率，數(shù)量。并評估了一個典型的新產(chǎn)品開發(fā)周期指標，研究及開發(fā)成本效率。對于管理者，高級技術人員及部門和群體是集中在其成果的獎勵，因為，低層次的技術人員可以在獎勵重點提高他們的技能，鼓勵他們繼續(xù)學習和創(chuàng)新。</p><p>　　企業(yè)實行績效考核，要公平、嚴格、客觀的考評員工，可以采用直接主管考評、間接主管調整的方式，考評結果和評語一定要反饋給被考評人，考評分數(shù)有

58、差別，并配合獎懲措施，才能達到好的效果；企業(yè)采用傳統(tǒng)的考核方式，實行起來會遇到很多困難，CISS跨網(wǎng)通的績效考核系統(tǒng)，是一個很靈活的考核工具，可以根據(jù)企業(yè)績效考核制度，進行靈活設置，幫助企業(yè)將績效考核制度真正執(zhí)行下去。</p><p>　　最后，績效評估并不意味著所有的數(shù)據(jù)，它可能只是對管理問題的表面跡象潛力的。關鍵在于企業(yè)管理層的如何綜合分析評估數(shù)據(jù)結果，并作為薪酬管理過程中，績效評估是切入點，這是最有價值的積

59、極意義。</p><p>　　如何激發(fā)員工?幾乎每家公司都利用員工的工資進行激勵，大量的企業(yè)領導人或多或少會把鼓勵員工使用它作為首要任務。然而，工作人員越來越多地強調創(chuàng)新的今天，只是提高薪酬來激勵員工的工作，刺激了員工的積極性是不行的?，F(xiàn)在很多企業(yè)把提高薪酬和獎金作為主要激勵員工的一種法寶。但是，僅靠提高員工的收入就能發(fā)揮的激勵作用嗎？泰勒主義的出現(xiàn)使得企業(yè)管理從盲目的經(jīng)驗主義走向更科學方向的步伐。將泰勒主義運用

60、到薪酬系統(tǒng)的設計中，主要是基于如下認識：激勵工人更努力、更好地工作的最大的動力是工人賺取更多金錢的欲望。</p><p>　　甲公司是一家家電制造業(yè)上市公司，在80年代末公司引進國外先進技術，生產(chǎn)線的引進，以及國外先進的生產(chǎn)管理經(jīng)驗，跳轉到成為知名品牌家電行業(yè)。隨著企業(yè)發(fā)展，員工的收入“上升”，在當?shù)厣钏捷^高的情況下，作為一個企業(yè)是非常可取的。隨著企業(yè)的發(fā)展，一個多元化的公司已經(jīng)產(chǎn)生，集團母公司組建的A1，A

61、2兩間附屬公司。A1附屬公司繼續(xù)生產(chǎn)原有產(chǎn)品，A2的附屬公司新產(chǎn)品的生產(chǎn)，這兩個相對獨立的附屬公司，發(fā)展自己。近兩年，市場形勢的變化，A1是劣質產(chǎn)品滯銷，企業(yè)虧損，員工的收入水平呈現(xiàn)下降趨勢子公司在同一時間內，在職職工不高，較大規(guī)模的損失核心員工，企業(yè)希望通過的努力以扭轉局勢，但困難很大。A2公司的產(chǎn)品是非常強勁的銷售勢頭，企業(yè)效益良好，工作人員逐漸增加收入。然而，在A2的內部有員工士氣不旺，動機不高，人才和人員，尤其是對業(yè)務骨干嚴重損

62、失限制了企業(yè)的進一步發(fā)展，吸引力不足。在這種情況下，之間的兩個子公司的收入水平一定的差異，為什么會有類似的問題？一個公司決定為他們支付聘請專業(yè)管理咨詢公司咨詢診斷。</p><p>　　管理咨詢公司發(fā)現(xiàn)，自從開辦附屬公司后，在發(fā)展過程中的工作人員在A1 ，A2的附屬子公司的管理理念和管理制度，薪酬制度的設計等意識形態(tài)都很相近，因此，雖然兩子公司是獨立的，但卻有類似的薪酬結構，只有在收入水平之間的差距較大，所以在不

63、同的市場條件下的兩個公司，公司效益都很差。關于在深入研究公司的薪酬體系已經(jīng)表明：在兩個子公司，有一個共同的最大的問題是公平分配，這是最大影響原因。</p><p>　　首先也是最重要的問題是收入不平等的內部分配。內部不平等的表現(xiàn)，是垂直分布的收入之一。在A1，A2這兩家公司的工資曲線中是平緩的。因此，不平等的職責卻有相同的收入水平，嚴重影響了他們的工作積極性和人員流動性，可以在企業(yè)的流失率最高的骨干員工薪酬分配中

64、觀察出。 A1和A2的按照不同位置設置相同的標準，無論在不同部門和職位的工資相同的。還有這兩家公司每月，每季度評估測試，但測試結果并不能反映收入，這使公司每個員工自己的工資待遇和不相關的真實業(yè)績，由此產(chǎn)生干好干壞都一樣的觀點。</p><p>　　另一方面還存在著外部不公平的。人才市場相對稀缺的是一些具有專業(yè)技能的人才，市場價格卻高于其在企業(yè)的工資水平。內部和外部之間的薪酬水平差異，使一些員工心理失去平衡，結果離