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EmployeeMotivation
Theproblemofmotivatingotherpeopleisprobablyasoldasthehistoryofmanhimself,oratleastasoldasthatpointintimewhenmanfoundhecouldonlyaccomplishcertaintasksbycombininghiseffortsorabilitieswiththoseofotherindividuals.Withtheonsetofthisrealizationofthevalueandneedforcooperativeeffort,theproblemwasfurthercompoundedwhenlargernumbersofpeoplewereneededtoaccomplishatask.Thesituationthenaroseofprovidingdirectiontosuchamultipleeffort;
andwithdirection,i.e.,someonetellingotherswhattodooroverseeingtheeffort,therecamethematterofhowtomotivatethesepeople.Theoldsaying,onecanleadahorsetowaterbutonecannotmakehimdrink,wasandremainsthecruxofthemotivationproblem.
Thewhip,thelash,cajolery,persuasion,bribery,promises,pleadings,andnumerousothertechniqueshavebeenandarestillbeingusedinanattempttomotivateothers.Yet,despiteourlongconfrontationwiththisproblem,wearestillfarfromunderstandingorknowinghowtomotivateothers.Motivationisamatterfurthercomplicatedbytheparticularperiodoftime,theparticularcircumstancesandthepar-ticulareconomicconditionssurroundinganact.Underconditionsofprosperityandfullemployment,suchastheU.S.A.hasexperienced,theproblemofmotivatingothersmaybecomeafarmoredifficulttask,particularlyinafreesociety.Itisnotuncommontodaytohearemployersask:
Howdoesonegethisemployeestobegenuinelyconcernedabouttheirwork,totakerealinterestinwhattheyaredoing,toacceptchallenges,totakeprideinwhattheyaredoing,towanttoaccomplishatahighlevel,towanttoassumeresponsibility?
Letusbeginbyexaminingtheproblemofmotivationinanorganizationalsetting,foritisherethatourparticularinterestsaremostconcerned.Analyticallyandforsimplicity'
ssake,onecandiscernfivekeyelementswhichplayamajorroleinmotivation.Thesearetheemployer,theemployee,theworkenvironment,thegoalsoftheemployerandthegoalsoftheothermembersoftheorganization(theworkers,supervisors,andmanagers).Itistheinterplayofthesefactorsthatinfluencestheproblemofmotivationanddeterminestheoutcome.
Letusthenmakesomequickobservationsofthisorganizationalsettingforitishere,withinthesebounds,thatthedramaisplayed.Ifoneobservestheworkplace,onecanseepeopleengagedinavarietyofactivities.Someoftheseactivitiesmayseemtoberelatedtotheactivitiesofothers,whileothersmayseemtobequiteindependent.Onecatchesaglimpseofaparticularindividualwhoappearstobetellingotherswhattodo,orofotherpeopleneareachotherengagedinconversation,whilecarryingonsomeactivity.Thetotaleffectisoneofmuchactivityaboutthescene.Thisactivity-whethersimilarordifferent;
whetheritiswriting,talkingormakingmachinesfunction;
orwhetheritisunobservableactivityofthought-allhaspurpose.Thepurposeorpurposesmaybedifferentfordifferentorganizations,butonebasicfactemergesregardlessofthekindoforganizationitmaybe-allorganizationshavepurpose,andalloftheactivitiesthattakeplacewithintheorganizationaredeemedessentialbysomeonetoaccomplishtheorganization'
spurpose.
Lestonegainfromthisdescriptionapictureofuncertaintyandunpredictabilityofoutput,itisimportanttoaddthatmanagementcannotfunctionoracceptsuchaconditionand,therefore,imposesstandardsofproductivityoroutput.Inthefactorythesearemostreadilyknownintermsofpieceratesorunitsofproduction.Despitetheserequirementsbymanagement,itiswellknownthatworkerswithholdproduc-tion;
thatis,workersmaywellhavetheabilitytoproducemorethanthatrequiredofthem.Thisproblemoflevelofproductionisfarmoreamorphousintheworksituationwheretheprofessionalpersonisengaged.Howdoesonemeasureoutputinthesesituationsandbywhatstandards?
Onelooksinvainforanswers.Attemptshavebeenmadeandwillcontinuetobemadetofindsolutions,butmostoftheattemptssofarhavecrumbledorflounderedbecauseofthesubjectivityinvolvedinestablishingsuchcriteria.Todatenoprecisemathematicalformulaefordeterminingsuchstandardshavebeenfound,andeveniftheywere,itishighlyquestionablewhethertheywouldbeequallyacceptabletomanagersandworkers.Atbest,inthebusinessandin-dustrialsituation,theworkerisconsideredasacostfactorinthegrandtotalofproductioncosts.Successfulcompaniesapproximateordeterminesomelevelofproductivityneededfromtheworkertoconsiderthiselementaprofitableaspectoftheoveralloperation.Instate,nationalorurbangovernmentalworkwhereservicesarerenderedtothepublic,eventhecostconceptoftheworkerasherelatestopro-ductivityorprofitabilitybecomeslost.
Whatthenaresomeofthefactorsthatleadtothissituationandwhatcanbedonetomotivatepeople?
Earlierfivefactorswerementionedasplayingakeyroleinthemotivationarea.Atthispoint,Imentiontwoofthevitalones-thesupervisorandtheemployee.
First,letusrepeatquicklysomepointsalreadymade.Allorganizationshavepurpose.Alibraryisanorganizationhavingthepurposeorpurposesofprovidingaprofessionalservicetothepublicortospecialpublics.Allofitsemployeesarethenthemeansbywhichthisservicewillbeprovided.Howwellthisservicewillberenderedwilldependuponhowwellthevariousactivitiesarecarriedoutbytheemployeesofthelibrary.Howadequatelytheseemployeeswillperformwilldependupontheirownself-motivationorhowwelltheyhavebeenmotivatedbytheirsupervisors.
Evenifthereissatisfactionwiththeworkbeingdonetoday,itisonlymomentaryfortheaccomplishmentsoftodaymerelybecomethebasefortheimprovementsoftomorrow.Theoverwhelmingcharacteristicofworkinourtimeischange,andtheonlyinstrumentscapableofmakingthesechangesarethemanagers,thesupervisorsandtheworkers.Thereisonlyoneeffectivewaytogetthesechangesmadeandthatistoinfluenceemployeestowanttomakethem.
Howdowedothis?
Whataresomeofthefactorsinvolved?
First,itisimportantthatweneverforgetthatitistheindividual,theworker,whoisbeingaskedtomakethischangeandthatitistheemployeewhoisincontrolofthesituation.Itistheworkerwhomustmakethefinaldecisiontomakethischangeandhewilldeterminehowmuchorhowlittlehewilldo.Thesupervisor,intheextremeposition,canfiretheworker,butthequestionthenarisesastowhatthiswillaccomplish.
AsecondpointthatmustbemadeisthepointsowellstatedbyDrucker:
"
Inhiringaworkeronecannothireahand;
itsowneralwayscomeswithit...onecanhireonlyawholemanratherthananypartthereof."
Andwhenonehiresthiswholemanorwoman,onehashiredapersonality,attitudes,motives,levelsofaspiration,goals,am-bitions,needs,egos,roles,abilities,interests,valuesandmanyotherfactors.
Nowletusbrieflyconsidertheotherhalfofthisdualityofthesupervisormotivatingtheemployee.ThisworkerhasapersonalitywhichisdefinedinMenninger'
swordsas"
allthatamanhasbeen-is-andhopestobe."
Thisisthetotalperson-thewayhethinksandfeels,hislikesandhates,hisabilitiesandinterests,hisvalues,andhishopesanddesires.Itishereinthisworkplacewherehishopesandambitionsmaybefulfilledorsmashed.Itisherewherehisaspirationsmaybeachievedandchallengedorwherehemaydevelopfrustration,aggression,hostility,andapathy.Itisthisworkplacewhichconsumessolargeapartofhislifeandeitherprovidesfulfillmentofhisneedsormiserablyfailstomeetthem.
Searchingdeepertounderstandthisworker,onecanseehimasa"
needssystem"
seekingtosatisfyhiswants.Maslowseestheindividualinoursocietyandcultureasonehavingahierarchyofneeds.Thesemovefromabaseofmeetingphysiologicalrequirementsforsurvivaltotheapexofself-accomplishmentsinone'
sownright.Betweentheseboundshetracestheneedforsafetyandprotectionfrombodilyharmsandthenextlevelofdependence,theneedtofeelsecureandtobeabletodependuponothers.Thisisfollowedbytheneedforindependence,tobeabletostandonone'
sowntwofeet,toberespected,tohaveself-esteem.Andlastlythisneedhierarchyiscappedbytheneedforself-realization,theneedtoachieveandaccomplish.Gratificationofourbasicneedsfreesustomoveontothenexthigherlevel.Inthisconceptonemovesfromtheareaofphysiologicalrequirementstothepsychologicalneeds.McGregorpointsthisupclearlywhenhestates,"
Manlivesbybreadalone,whenthereisnobread."
Hepointstothisareaofhigherneedsastheplacewheremanagersandsupervisorsfailtomotivatetheirworks.Hepointsoutthattodaymostemployeescangenerallyfulfilltheirbasicphysiologicalneeds,whereupontheyattempttoseekfulfillmentoftheirneedsintheareasofself-expression,recognition,havingsomevoiceinjobaffairs,doingsomethingworthwhile,anddemandingachancetogrow.Oftentheseneedsarelargelyoverlookedbythesupervisorandtheresultisfrustrationfortheworker.
Fundamentally,theproblemcanberaisedinquestionformasfollows:
Howcanweapplytheknowledgewehavegainedtotheproblemofmotivatingpeople?
Inposingthisquestion,certainconditionsmustberecognized:
1)Onecannotblanketallworkersbyageneralformula.Motivationisanindividualmatter,andoneneedstoknowandunderstandasbestonecantheindividualwhoistobemotivated.2)Onewillnotbeabletomotiv