员工激励外文翻译Word文件下载.docx
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GroysbergBoris;
LeeLinda-Eling
Gettingpeopletodotheirbestwork,evenintryingcircumstances,isoneofmanagers'
mostenduringandslipperychallenges.Indeed,decipheringwhatmotivatesusashumanbeingsisacenturies-oldpuzzle.Someofhistory'
smostinfluentialthinkersabouthumanbehavior--amongthemAristotle,AdamSmith,SigmundFreud,andAbrahamMaslow--havestruggledtounderstanditsnuancesandhavetaughtusatremendousamountaboutwhypeopledothethingstheydo.
Suchluminaries,however,didn'
thavetheadvantageofknowledgegleanedfrommodernbrainscience.Theirtheorieswerebasedoncarefulandeducatedinvestigation,tobesure,butalsoexclusivelyondirectobservation.Imaginetryingtoinferhowacarworksbyexaminingitsmovements(starting,stopping,accelerating,turning)withoutbeingabletotakeaparttheengine.
Fortunately,newcross-disciplinaryresearchinfieldslikeneuroscience,biology,andevolutionarypsychologyhasallowedustopeekunderthehood,sotospeak--tolearnmoreaboutthehumanbrain.Oursynthesisoftheresearchsuggeststhatpeopleareguidedbyfourbasicemotionalneeds,ordrives,thataretheproductofourcommonevolutionaryheritage.AssetoutbyPaulR.LawrenceandNitinNohriaintheir2002bookDriven:
HowHumanNatureShapesOurChoices,theyarethedrivestoacquire(obtainscarcegoods,includingintangiblessuchassocialstatus);
bond(formconnectionswithindividualsandgroups);
comprehend(satisfyourcuriosityandmastertheworldaroundus);
anddefend(protectagainstexternalthreatsandpromotejustice).Thesedrivesunderlieeverythingwedo.
Managersattemptingtoboostmotivationshouldtakenote.It'
shardtoarguewiththeacceptedwisdom--backedbyempiricalevidence--thatamotivatedworkforce
meansbettercorporateperformance.Butwhatactions,precisely,canmanagerstake
tosatisfythefourdrivesand,thereby,increasetheiremployees'
overallmotivation?
Werecentlycompletedtwomajorstudiesaimedatansweringthatquestion.Inone,wesurveyed385employeesoftwoglobalbusinesses--afinancialservicesgiantandaleadingITservicesfirm.Intheother,wesurveyedemployeesfrom300Fortune
500companies.Todefineoverallmotivation,wefocusedonfourcommonlymeasuredworkplaceindicatorsofit:
engagement,satisfaction,commitment,andintentiontoquit.Engagementrepresentstheenergy,effort,andinitiativeemployeesbringtotheirjobs.Satisfactionreflectstheextenttowhichtheyfeelthatthecompanymeetstheirexpectationsatworkandsatisfiesitsimplicitandexplicitcontractswiththem.Commitmentcapturestheextenttowhichemployeesengageincorporatecitizenship.Intentiontoquitisthebestproxyforemployeeturnover.
Bothstudiesshowed,strikingly,thatanorganization'
sabilitytomeetthefourfundamentaldrivesexplains,onaverage,about60%ofemployees'
varianceonmotivationalindicators(previousmodelshaveexplainedabout30%).Wealsofoundthatcertaindrivesinfluencesomemotivationalindicatorsmorethanothers.Fulfillingthedrivetobondhasthegreatesteffectonemployeecommitment,forexample,whereasmeetingthedrivetocomprehendismostcloselylinkedwithemployeeengagement.Butacompanycanbestimproveoverallmotivationalscoresbysatisfyingallfourdrivesinconcert.Thewholeismorethanthesumofitsparts;
apoorshowingononedrivesubstantiallydiminishestheimpactofhighscoresontheotherthree.
Whenitcomestopracticalimplicationsformanagers,theconsequencesofneglectinganyparticulardriveareclear.BobNardelli'
slacklusterperformanceatHomeDepot,forinstance,canbeexplainedinpartbyhisrelentlessfocusonthedrivetoacquireattheexpenseofotherdrives.Byemphasizingindividualandstoreperformance,hesquelchedthespiritofcamaraderieamongemployees(theirdrivetobond)andtheirdedicationtotechnicalexpertise(amanifestationoftheneedtocomprehendanddomeaningfulwork).Healsocreated,aswidelyreported,ahostileenvironmentthatinterferedwiththedrivetodefend:
Employeesnolongerfeltthey
werebeingtreatedjustly.WhenNardellileftthecompany,HomeDepot'
sstockprice
wasessentiallynobetterthanwhenhehadarrivedsixyearsearlier.MeanwhileLowe'
s,adirectcompetitor,gainedgroundbytakingaholisticapproachtosatisfyingemployees'
emotionalneedsthroughitsrewardsystem,culture,managementsystems,anddesignofjobs.
Anorganizationasawholeclearlyhastoattendtothefourfundamentalemotionaldrives,butsomustindividualmanagers.Theymayberestrictedbyorganizationalnorms,butemployeesarecleverenoughtoknowthattheirimmediatesuperiorshavesomewiggleroom.Infact,ourresearchshowsthatindividualmanagersinfluenceoverallmotivationasmuchasanyorganizationalpolicydoes.Inthisarticlewe'
lllookmorecloselyatthedriversofemployeemotivation,theleversmanagerscanpulltoaddressthem,andthe"
local"
strategiesthatcanboostmotivationdespiteorganizationalconstraints.
TheOrganizationalLeversofMotivation
Althoughfulfillingallfourofemployees'
basicemotionaldrivesisessentialforanycompany,ourresearchsuggeststhateachdriveisbestmetbyadistinctorganizationallever.
Therewardsystem.Thedrivetoacquireismosteasilysatisfiedbyanorganization'
srewardsystem--howeffectivelyitdiscriminatesbetweengoodandpoorperformers,tiesrewardstoperformance,andgivesthebestpeopleopportunitiesforadvancement.WhentheRoyalBankofScotlandacquiredNatWest,itinheritedacompanyinwhichtherewardsystemwasdominatedbypolitics,status,andemployeetenure.RBSintroducedanewsystemthatheldmanagersresponsibleforspecificgoalsandrewardedgoodperformanceoveraverageperformance.FormerNatWestemployeesembracedtheirnewcompany--toanunusualextentintheaftermathofanacquisition--inpartbecausetherewardsystemwastoughbutrecognizedindividualachievement.
Sonoco,amanufacturerofpackagingforindustrialandconsumergoods,transformeditselfinpartbymakingaconcertedefforttobettermeetthedrivetoacquire--thatis,byestablishingveryclearlinksbetweenperformanceandrewards.
Historically,thecompanyhadsethighbusiness-performancetargets,butincentives
haddonelittletorewardtheachievementofthem.In1995,underCynthiaHartley,thenthenewvicepresidentofhumanresources,Sonocoinstitutedapay-for-performancesystem,basedonindividualandgroupmetrics.Employeesatisfactionandengagementimproved,accordingtoresultsfromaregularlyadministeredinternalsurvey.In2005,HewittAssociatesnamedSonocooneofthetop20talent-managementorganizationsintheUnitedStates.Itwasoneofthefewmid-capcompaniesonthelist,whichalsoincludedbigplayerslike3M,GE,Johnson&
Johnson,Dell,andIBM.
Culture.Themosteffectivewaytofulfillthedrivetobond--toengenderastrongsenseofcamaraderie--istocreateaculturethatpromotesteamwork,collaboration,openness,andfriendship.RBSbrokethroughNatWest'
ssilomentalitybybringingtogetherpeoplefromthetwofirmstoworkonwell-definedcost-savingsandrevenue-growthprojects.Adepartureforbothcompanies,thenewstructureencouragedpeopletobreakoldattachmentsandformnewbonds.Tosetagoodexample,theexecutivecommittee(comprisingbothRBSandex-NatWestexecutives)meetseveryMondaymorningtodiscussandresolveanyoutstandingissues--cuttingthroughthebureaucraticandpoliticalprocessesthatcanslowdecisionmakingatthetop.
AnotherbusinesswithanexemplarycultureistheWegmanssupermarketchain,whichhasappearedforadecadeonFortune'
slistof"
100BestCompaniestoWorkFor."
Thefamilythatownsthebusinessmakesapointofsettingafamilialtoneforthecompanywideculture.Employeesroutinelyreportthatmanagementcaresaboutthemandthattheycareaboutoneanother,evidenceofasenseofteamworkandbelonging.
Jobdesign.Thedrivetocomprehendisbestaddressedbydesigningjobsthataremeaningful,interesting,andchallenging.
CirqueduSoleil,iscommittedtomakingjobschallengingandfulfilling.Despitegruelingrehearsalandperformanceschedules,itattractsandretainsperformersbyaccommodatingtheircreativityandpushingthemtoperfecttheircraft.Itsemployees
alsogettosayalotabouthowperformancesarestaged,andtheyareallowedtomove
fromshowtoshowtolearnnewskills.Inaddition,theygetconstantcollegialexposuretotheworld'
stopartistsinthefield.
Performance-managementandresource-allocationprocesses.Fair,trustworthy,andtransparentprocessesforperformancemanagementandresourceallocationhelptomeetpeople'
sdrivetodefend.RBS,forinstance,hasworkedhardtomakeitsdecisionprocessesveryclear.Employeesmaydisagreewithaparticularoutcome,suchasthenixingofapetproject,buttheyareabletounderstandtherationalebehindthedecision.NewtechnologyendeavorsatRBSarereviewedbycross-businessunitteamsthatmakedecisionsusingclearcriteria,suchastheimpactoncompanyfinancialperformance.Insurveys,employeesreportthattheprocessisfairandthatfundingcriteriaaretransparent.AlthoughRBSisademandingorganization,employeesalsoseeitasajustone.
TheRoleoftheDirectManager
Ourresearchalsorevealedthatorganizationsdon'
thaveanabsolutemonopolyonemployeemotivationoronfulfillingpeople'
semotionaldrives.Employees'
perceptionsoftheirimmediatemanagersmatterjustasmuch.Peoplerecognizethatamultitudeof