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

毕业论文（设计）外文翻译

一、外文原文：

原文：

EmployeeMotivation

NohriaNitin;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