Employee Motivation外文翻译.docx

Employee Motivation外文翻译.docx

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EmployeeMotivation外文翻译

外文翻译

原文

EmployeeMotivation

MaterialSource:

HarvardBusinessReviewAuthor:

NitinNohria,

BorisGroysberg，

Linda-ElingLee

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.LawrenceandNitinNohriantheir2002bookDriven:

HowHumanNatureShapesOurChoices,theyarethedrivestoacquire（obtainscarcegoods,includingintangiblessuchassocialstatus）;bond（formconnectionswithindividualsandgroups）;comprehend（satisfyourcuriosityandmastertheworldaroundus）;anddefend（protectagainstexternalthreatsandpromotejustice）.Thesedrivesunderlieeverythingwedo.

Managersattemptingtoboostmotivationshouldtakenote.It’shardtoarguewiththeacceptedwisdom–backedbyempiricalevidence–thatamotivatedworkforcemeansbettercorporateperformance.Butwhatactions,precisely,canmanagerstaketosatisfythefourdrivesand,thereby,increasetheiremployees’overallmotivation?

Werecentlycompletedtwomajorstudiesaimedatansweringthatquestion.Inone,wesurveyed385employeesoftwoglobalbusinesses–afinancialservicesgiantandaleadingITservicesfirm.Intheother,wesurveyedemployeesfrom300Fortune500companies.Todefineoverallmotivation,wefocusedonfourcommonlymeasuredworkplaceindicatorsofit:

engagement,satisfaction,commitment,andintentiontoquit.Engagementrepresentstheenergy,effort,andinitiativeemployeesbringtotheirjobs.Satisfactionreflectstheextenttowhichtheyfeelthatthecompanymeetstheirexpectationsatworkandsatisfiesitsimplicitandexplicitcontractswiththem.Commitmentcapturestheextenttowhichemployeesengageincorporatecitizenship.Intentiontoquitisthebestproxyforemployeeturnover.

Bothstudieshowed,strikingly,thatanorganization’sabilitytomeetthefourndamentaldrivesexplains,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:

Employeesnolongerfelttheywerebeingtreatedjustly.WhenNardellileftthecompany,HomeDepot’sstockpricewasessentiallynobetterthanwhenhehadarrivedsixyearsearlier.MeanwhileLowe’s,adirectcompetitor,gainedgroundbytakingaholisticapproachtosatisfyingemployees’emotionalneedsthroughitsrewardsystem,culture,managementsystems,anddesignofjobs.

Anorganizationasawholeclearlyhastoattendtothefourfundamentalemotionaldrives,butsomustindividualmanagers.Theymayberestrictedbyorganizationalnorms,butemployeesarecleverenoughtoknowthattheirimmediatesuperiorshavesomewiggleroom.Infact,ourresearchshowsthatindividualmanagersinfluenceoverallmotivationasmuchasanyorganizationalpolicydoes.Inthisarticlewe’lllookmorecloselyatthedriversofemployeemotivation,theleversmanagerscanpulltoaddressthem,andthe“local”strategiesthatcanboostmotivationdespiteorganizationalconstraints.

TheFourDrivesThatUnderlieMotivation

Becausethefourdrivesarehardwiredintoourbrains,thedegreetowhichtheyaresatisfieddirectlyaffectsouremotionsand,byextension,ourbehavior.Let’slookathoweachoneoperates.

1．Thedrivetoacquire.Wearealldriventoacquirescarcegoodsthatbolsteroursenseofwell-being.Weexperiencedelightwhenthisdriveisfulfilled,discontentmentwhenitisthwarted.Thisphenomenonappliesnotonlytophysicalgoodslikefood,clothing,housing,andmoney,butalsotoexperiencesliketravelandentertainment–nottomentioneventsthatimprovesocialstatus,suchasbeingpromotedandgettingacornerofficeoraplaceonthecorporateboard.Thedrivetoacquiretendstoberelative（wealwayscomparewhatwehavewithwhatotherspossess）andinsatiable（wealwayswantmore）.Thatexplainswhypeoplealwayscarenotjustabouttheirowncompensationpackagesbutaboutothers’aswell.Italsoilluminateswhysalarycapsarehardtoimpose.

2．Thedrivetobond.Manyanimalsbondwiththeirparents,kinshipgroup,ortribe,butonlyhumansextendthatconnectiontolargercollectivessuchasorganizations,associations,andnations.Thedrivetobond,whenmet,isassociatedwithstrongpositiveemotionslikeloveandcaringand,whennot,withnegativeoneslikelonelinessandanomie.Atwork,thedrivetobondaccountsfortheenormousboostinmotivationwhenemployeesfeelproudofbelongingtotheorganizationandfortheirlossofmoralewhentheinstitutionbetraysthem.Italsoexplainswhyemployeesfindithardtobreakoutofdivisionalorfunctionalsilos:

Peoplebecomeattachedtotheirclosestcohorts.Butit’struethattheabilitytoformattachmentstolargercollectivessometimesleadsemployeestocaremoreabouttheorganizationthanabouttheirlocalgroupwithinit.

3．Thedrivetocomprehend.Wewantverymuchtomakesenseoftheworldaroundus,toproducetheoriesandaccounts–scientific,religious,andcultural–thatmakeeventscomprehensibleandsuggestreasonableactionsandresponses.Wearefrustratedwhenthingsseemsenseless,andweareinvigorated,typically,bythechallengeofworkingoutanswers.Intheworkplace,thedrivetocomprehendaccountsforthedesiretomakeameaningfulcontribution.Employeesaremotivatedbyjobsthatchallengethemandenablethemtogrowandlearn,andtheyaredemoralizedbythosethatseemtobemonotonousortoleadtoadeadend.Talentedemployeeswhofeeltrappedoftenleavetheircompaniestofindnewchallengeselsewhere.

4．Thedriveto.defend.Weallnaturallydefendourselves,ourpropertyandaccomplishments,ourfamilyandfriends,andourideasandbeliefsagainstexternalthreats.Thisdriveisrootedinthebasicfight-or-flightresponsecommontomostanimals.Inhumans,itmanifestsitselfnotjustasaggressiveordefensivebehavior,butalsoasaquesttocreateinstitutionsthatpromotejustice,thathavecleargoalsandintentions,andthatallowpeopletoexpresstheirideasandopinions.Fulfillingthedrivetodefendleadstofeelingsofsecurityandconfidence;notfulfillingitproducesstrongnegativeemotionslikefearandresentment.Thedrivetodefendtellsusalotaboutpeople’sresistancetochange;it’sonereasonemployeescanbedevastatedbytheprospectofamergeroracquisition–anespeciallysignificantchange–evenifthedealrepresentstheonlyhopeforanorganization’ssurvival.So,forexample,onedayyoumightbetoldyou’reahighperformerandindispensabletothecompany’ssuccess,andthenextthatyoumaybeletgoowingtoarestructuring–adirectchallenge,initscapriciousness,toyourdrivetodefend.Littlewonderthatheadhunterssofrequentlytargetemployeesduringsuchtransitions,whentheyknowthatpeoplefeelvulnerableandatthemercyofmanagerswhoseemtobemakingarbitrarypersonneldecisions.

Eachofthefourdriveswehavedescribedisindependent;theycannotbeorderedhierarchicallyorsubstitutedoneforanother.Youcan’tjustpayyouremployeesalotandhopethey’llfeelenthusiasticabouttheirworkinanorganizationwherebondingisnotfostered,orworkseemsmeaningless,orpeoplefeeldefenseless.Norisitenoughtohelppeoplebondasatight-knitteamwhentheyareunderpaidortoilingawayatdeathlyboringjobs.Youcancertainlygetpeopletoworkundersuchcircumstances–theymayneedthemoneyorhavenoothercurrentprospects–butyouwon’tgetthemostoutofthem,andyourisklosingthemaltogetherwhenabetterdealcomesalong.Tofullymotivateyoure