中小企业激励机制外文翻译文献.docx

中小企业激励机制外文翻译文献.docx

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中小企业激励机制外文翻译文献

中小企业激励机制外文翻译文献

（文档含中英文对照即英文原文和中文翻译）

原文：

Theperformanceinspectionanddrivemechanism

Aseveryoneknows,theincentivesystemisamodernenterprisesystem,oneofthecorecontent,istoestablishtheenterprise'scorecompetitivenessthecornerstoneofenterprisemanagementisanintegralpartoftheessence.Inspiredtheterm"ChiHay"as"soexcitedheart",thatistostimulatepeople'smotives,theactsofpeopleinducedtoproduceabuilt-inmomentumtowardsthedesiredgoaloftheprocess.Asthenamesuggests,theso-callednegativeincentivesisabreachofindividualorganizationalgoalstopunishnon-expectedbehavior,sothatitdoesnotrecur,sothatindividualinitiativethegoalofmovingintherightdirectionoftransfer,disciplinaryactionforspecificperformance,economicsanctions,reductioninrank,descendingpay-outandsoon.Inthemodernenterprisemanagementattachesgreatimportancetotheentrepreneursareinspired,andoftenneglectedtheroleofnegativeincentives,therefore,thisarticletalkaboutthenegativeincentivesintheenterprisemanagementapplication.

Negativeincentivesintheroleofcorporategovernance

1Negativeincentivestocontrolemployeebehaviorisahidden"stopline"

Justastheboundariesofmoralityandthelawasbeyondtheboundariesofethicsisboundtobepunishedbylaw,anegativeincentiveisthecase,hasday-to-daybusinessofthegeneralcodeofconduct,managementsystemsandsoon,beyondtheguidelines,thesystemwillbesubjecttocertainsanctions.Ofcourse,thenegativeincentivemeasuresandmeanstoexistinmostofthecorrespondingenterprisemanagementsystem.Negativeincentivesasa"stopline",perhapsasafewemployeesnotedthatthestaffactuallycontrolbehaviorplayedanindispensableroleinthenurtureofday-to-day,thestaff,consciouslyorunconsciously,haveacceptedthiskindsofnegativeincentiveregulation,theinvisibletothemanagementofbehaviorofavirtuouscycleofsustainedeffect.Forexample,inthesystemprovidesthat"adeductionforbeinglatetowork100",allthestaffallknowcannotbelate,orelsetheywouldbepunished,undernormalcircumstances,employeesnaturallydevelopedahabittogotoworkontime,managersappliedonlyboundbyanegativeincentivemechanismtomanagetheentireenterpriseoflabordiscipline,wecansee,thehidden"stopline"howimportant.

2Negativeincentivescanplaytheroleofawarningtoothers

Onmorethananegativeincentivesystemsareoftenboundbytheboundariesofemployeebehavior,butthisdoesnotmeanthatallemployeeswillcomplywiththeagreedrules,asnotallhavethelawwillbelaw-abidingcitizens,thetotalstaffwillbeguiltyofsomekindsoferrorsOtherwise,thelegalsystemandtheenterprisesystemofnegativeincentivesnolongernecessary,whichmeans,whenthenumberofemployeesboundtoovercometheseconsequenceswillbepunishedaccordingly,andthenatureofthispunishmentismandatoryandthethreatofnature,thedeterrenteffect,oftenplayedtheroleofsetanexampleandreallymakeitimpossibleforworkerstoacceptthepsychologicalbehaviorofenterprisemanagementrespect,therebyenhancingself-managementbehavior.Forexample,supposeacompanyinthemonth,a3milliontogotoworklate,thismonth3businessdeduction100Yuaneach,andtonotice,itwillmakeemployeesawarethatsuchanegativeincentiveisnotameansofdisplay,butverygoodtomaintainlabordisciplineofenterprises.

3Negativepsychologicalmotivationsofemployeesisgreaterthantheimpactofrecurrentexcitation

Istheso-calledincentivesareinlinewiththeorganizationalgoalsofindividualactsofrewardexpectationsinordertomakemoreofsuchactsappearedtoraisetheenthusiasmofindividuals,mainlyforemployees,suchasrewardandrecognition.However,employeesareinspiredtograduallydilutethepsychologicalimpact,especiallyforhigh-payingwhite-collarclass,asurveyshowedthatinChina,amonthlysalaryof5,000Yuanhigherthantheclass,fortherewardin10%oftheamountofincentives,theoverwhelmingmajorityofstaff"Nofeel"becauseofhigherrelativetotheirtotalremunerationforthisawardisinsignificant,itishardlysurprisingthattheydonotcare,andoftenwillfallintothehandsofrecognitionusedto"inertia"ofthetrap.Andthepsychologicalimpactofnegativeincentiveishugeandhasadualnature,fromthephysicalpointofview,undernormalcircumstanceswouldhavebeenabletogetwasnotpunishment,isadoublelossand,moreimportantly,thespiritbycombat,psychologicalfluctuationscanbeimagined,businessincentivesisthewaythroughthenegativepsychologicalimpactfromtheimpactoftheiractionstoachievethepurpose.Asinthepreviouscase,alatewhite-collarworkerswas100Yuananddeductionnoticeisveryworriedaboutthiswhite-collaremployeestochangehisawarenessofhispsychologicalimpactwasnotabletobemeasuredbymoney.

4Thepositiveeffectofnegativeincentives

Simplyunderstoodliterally,itisoftenthoughttoplayanegativeincentiveeffectisnegative,onthecontrary,weintheenterprisemanagementprocessistoplayapositiveeffectofnegativeincentives.Theabovementioned"stopline"orawarningtoothers,orallofthenegativeincentivesormeanstoregulateemployeebehaviorare,inordertoconductbusinessmanagementservices.Afewdaysago,aresearchreportthatthecurrentpersonnelmanagement"cannotpost,thesalarycanbeincreasedcannotbereduced,theannualassessmentisonlygood,competent,thereisnooraverysmallnumberofincompetent,"andmanyotherphenomenahavestemmedfromnotnegativeincentivesystem,whicheventuallyledtoalackofpassionandtheentirecollectivevitality,creativityandenthusiasmisnothigh.Casesfromtheaboveanalysis,thepartiesmaybeapunishmentisnegative,thenegativeside,butshouldbenotedthatiftherearenosuchnegativeincentivemeasures,thewrongfulactofalaissez-faireattitudeofstaff,wecanimaginethefateofanenterprisewillbeHowwould,infact,thisisonlyasmallnumberofpeopleonthepunishment,theeffectistoenableenterprisestocomplywiththemajorityof"rulesofthegame",thepositiveeffectismuchlargerthanthenegativeeffect;fortheparties,thenegativeimpactisonlytemporary,andonlyherecognizedthaterrorsandcorrections,thefinalresultispositive.

5Theimplementationofincentivescannotbeanegativebias

IntheConstitutionprovidesthat"everyoneisequalbeforethelaw,"Thesameistrueofnegativeincentivesintheconductofcorporatemanagementtoachieve"equalitybeforethenegativeincentives",whichistheimplementationoftheincentivetobemoreaccurateandappropriatedegreeofdifficultythanGreat.Negativeincentivesintheimplementationisoftendifferentfromtheincentives,incentivesareoftenbiasedinfavorofthe"icingonthecake,"alittlemoreless,lessstaffthanaccounting;andnegativeincentivesaredifferent,oncethebias,employeeswillbeover,willleadtoenterprisemanagementtheauthorityofthosewhosuffer,andevenleadtoineffectivecorporategovernancesystem.Forexample,anemployeeforbeinglate,becauseemployeescannotbesaidthathewasonhiswaytraffic,thereisnosubjectiveerrorandgiveuptheirpunishment,orthenextbecauseof"traffic"willbelate,moreandmoremanagersbecauseitisimpossibletoimplementreallytraffic,managerscanalsobeunderstood:

Asitisknownthatthepeakperiodofworkmaybetrafficcongestion,whycannotthisearlypointofdeparture?

Shouldnotvaryfrompersontoperson,suchasawifeorrelativesleadershiptogiveuptheirpunishmentforbeinglate,thenallthesystemswillbeamereformality,corporategovernance,sinkintoachaoticstate.

6Inthefaceofnegativeincentivestomanagerstoleadbyexample

Leadershipasabusiness,managersshouldbewillingto"loss"itself,itisnecessarytoaccompanystafftoaccepttheburdenofresponsibilityshouldbetoenablethestaffwillnotbeconvincing.Inthepowerindustryformanyyearsofday-to-daymanagementofthe"monthlyeconomicassessmentmethodsaccountability"and"Pointsmanagementregulations"aretwowell-establishedmanagementpractices,thesetwoapproachestotheconductofemployeesasdefinedindetail,thevastmajoritythemajorityofnegativeincentivemeasures,asmallnumberofpositiveincentives,whichisagoodpartofpunishmentforthenextlevelofemployees,higherlevelmanagerstobeacertainpercentageoftheassociatedpenalties,sincethetheoryiswrongonthelowerlevelemployeesatleastbearmanagementresponsibility,thepenaltiesassociatedwithnegativeincentivemeasurestoimplementgreaterinteroperability,thehigherlevelcansay.Thereisalsoasubordinateenterprises,theestablishmentofthe"threeGermanbanks"managementapproach,thatis,professionalethics,socialethicsandfamilyvirtues,andmanagementareaswithintheeight-hourextensionfromtheoutsidetoeighthourstocounteachandeverymemberofthe"threeethics"ofthegold,asapunishment"ThreeMorals"ofloaninterest,depositinterestratesasareward,buttheleadershipofmoreseverejointandseveralliability,"ThreeMorals"ofpointsistheaverageofemployees,byemployeesofthesystemgreatlyrecognition.

赞同

1.Oneoftheprinciples:

incentivestovaryfrompersontoperson

Becauseofthedifferentneedsofdifferentstaff,therefore,thesameincentiveeffectsofpolicyincentiveswillplayadifferent.Evenwithastaff,atdifferenttimesorcircumstances,willhavedifferentneeds.Becauseofincentivesdependingontheinte