员工激励外文翻译.docx

员工激励外文翻译.docx

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员工激励外文翻译

本科毕业论文（设计）

外文翻译

原文：

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