有意义的工作激励理论的动机外文翻译Word格式文档下载.docx
《有意义的工作激励理论的动机外文翻译Word格式文档下载.docx》由会员分享,可在线阅读,更多相关《有意义的工作激励理论的动机外文翻译Word格式文档下载.docx(7页珍藏版)》请在冰豆网上搜索。
外文翻译
原文:
MeaningfulMotivationforWorkMotivationTheory
TheJuly2004AMRSpecialTopicForumontheFutureofWorkMotivationTheoryopensupnewresearchdirectionstohelpusunderstandwhatmotivateswor-kerstowork,butitsayscomparativelylittleaboutwhyweshouldmotivateworkerstowork.Thatis,whatisthemotivationforworkmotivationtheory?
Perhapsthelackofemphasisonthisquestionresultsfromaperceptionthattheanswerisquiteobvious:
weneedtomotivateworkersinordertoboostproductivity.Indeed,thespecialissueeditors?
Steers,Mowday,andShapiro2004?
brieflyaddressthequestionasades-cryiptivematter.Theysuggestthatthemotivationformanagerstoansweritistoenhanceindividualandgroupperformance,whilethemotivationforresearchersistosupporttheoriesofeffectivemanagement.Thelackofattentiontothequestionasanormativematter,however,isremarkable,especiallysincetheguesteditorsmakeadirectconnectionbetweenearlydevelopmentsinmotivationtheoryandthehistoryofphilosophicalandpsychologicalethics.
Theethicsofworkmotivationtheoryareimportantbecausemotivationaleffortscanexertcontroloverindividualmoralautonomy.Amongotherthings,motivationusuallyinvolvesthemanipulationofvaluesthatmotivateindividualstoworkfororganizationalends.Inotherwords,factorsthatindividualworkersregardasvaluableneedtobechanneledorredirectedtoaugmentorganizationalproductivityManipulationofvaluesdoesnotnecessarilymeansubvertingordisregardingmoralautonomy;
tothecontrary,onecommonthemeinworkmotivationtheoryisthateffectivemotivationalstrategiesoftenseektosatiateworkersinordertosupporttheirproductivity.Forexample,FriedandSlowik2004discusstheroleoftimeingoal-settingtheory,supportingtheconceptionthatworkers’individualgoalsarerelevantmotivationalvaluesbutalsoshowingthatsubjectivetimeconsiderationsmayinfluencethepowerandprioritizationofgoals.Similarly,KanferandAckerman2004arguethattheeffectivenessofmotivationalstrategieswouldbenefitfromaccountingforworkers’age-relatedchanges.
Amongotherthings,theseexamplesimplythateffectiveworkmotivationincludesascertainingwhatisvaluedbytheindividualworkersothatmotivationalstrategiescanleverageit,wherepossible.Thisapproachtoworkmotivationmaybecharacterizedas“pulling,”inthatproponentsrecognizevaluesthatmotivateparti-cularindividualsandseektoalignthemwithorganizationalperformance.Astheguesteditorsimply,itwouldbehighlyunusualnowadaystoencounteraworkmotivationtheorythatadvocated“pushing”asaneffectivelong-termstrategy.Pushi-ng?
compellingproductivitybyforcewithlittleornoregardforemployeeautono-my?
will,atbest,haveatemporarypositiveinfluenceonthedirectionofactionwhiledrainingitofvigorandpersistence.Still,theguesteditors’reminderthat“motivationderivesfromtheLatinwordformovementmovere”2004:
379bringstomindactualmanagerswhoseconceptionoftheirroleseemslimitedtothetaskofgettingemployeesoffoftheir“lazyduffs”tobeproductive.
Onecaneasilyformtheimpressionfromtheforum’sdiscussionofworkmotivationthatthepreferenceforpullingoverpushingismorepracticalthanmoral.LockeandLatham’s2004discussionofhistoricalinterestinworkmotivationsug-geststhatindividualvaluese.g.,worksatisfaction,cognitivegrowthhavebeenpositionedasmeanstoproductiveendse.g.,economicgrowth,jobperformance.Ifpushingwerelikelytoresultingreaterproductivitygainsthanpulling,onemightconcludethatresearcherswouldbedebatinghowhardtopushandwhentocrackthewhip,ratherthanwhichstringstopull?
mechanisticmetaphorsevokedbytheauth-ors’statementthat“theconceptofmotivationreferstointernalfactorsthatimpelactionandtoexternalfactorsthatcanactasinducementstoaction”Locke&
Latham,2004:
388;
emphasisadded.
Theethicalissueregardingthemotivationforworkmotivationtheoryconcernsthemoralstatusoftheworker.Isheorsheaninstrumentfororganizationalendsand/oranendinhimselforherself?
Ontheformerview,theworker’svaluesareimportanttomanagementonlyinsofarastheycanbechanneledinproductiveways.Forexample,anindividualwhoisdrivenbymaterialwealthcanbemotivatedtoproducemoreofwhattheorganizationwantshimorhertoproducewithpay-for-performanceincentives,whereasanotherindividualtowhomrecognitionisimportantmaybeenticedwhenheorsheisofferedanimpressivetitleandopportunitiesforgreatermanagerialresponsibility.Onthisview,theworker’svaluesarenotimportantbecausetheyareindividuallyvaluable;
theyareimportantbecausetheyareorganizationallyvaluable.
Takento