员工激励外文翻译.docx

1、员工激励外文翻译本科毕业论文（设计）外 文 翻 译原文：Employee MotivationThe problem of motivating other people is probably as old as the history of man himself, or at least as old as that point in time when man found he could only accomplish certain tasks by combining his efforts or abilities with those of other individuals

2、. With the onset of this realization of the value and need for cooperative effort, the problem was further compounded when larger numbers of people were needed to accomplish a task. The situation then arose of providing direction to such a multiple effort; and with direction, i.e., someone telling o

3、thers what to do or overseeing the effort, there came the matter of how to motivate these people. The old saying, one can lead a horse to water but one cannot make him drink, was and remains the crux of the motivation problem. The whip, the lash, cajolery, persuasion, bribery, promises, pleadings, a

4、nd numerous other techniques have been and are still being used in an attempt to motivate others. Yet, despite our long confrontation with this problem, we are still far from understanding or knowing how to motivate others. Motivation is a matter further complicated by the particular period of time,

5、 the particular circumstances and the par- ticular economic conditions surrounding an act. Under conditions of prosperity and full employment, such as the U.S.A. has experienced, the problem of motivating others may become a far more difficult task, particularly in a free society. It is not uncommon

6、 today to hear employers ask: How does one get his employees to be genuinely concerned about their work, to take real interest in what they are doing, to accept challenges, to take pride in what they are doing, to want to accomplish at a high level, to want to assume responsibility? Let us begin by

7、examining the problem of motivation in an organizational setting, for it is here that our particular interests are most concerned. Analytically and for simplicitys sake, one can discern five key elements which play a major role in motivation. These are the employer, the employee, the work environmen

8、t, the goals of the employer and the goals of the other members of the organization (the workers, supervisors, and managers). It is the interplay of these factors that influences the problem of motivation and determines the outcome. Let us then make some quick observations of this organizational set

9、ting for it is here, within these bounds, that the drama is played. If one observes the work place, one can see people engaged in a variety of activities. Some of these activities may seem to be related to the activities of others, while others may seem to be quite independent. One catches a glimpse

10、 of a particular individual who appears to be telling others what to do, or of other people near each other engaged in conversation, while carrying on some activity. The total effect is one of much activity about the scene. This activity-whether similar or different; whether it is writing, talking o

11、r making machines function; or whether it is unobservable activity of thought-all has purpose. The purpose or purposes may be different for different organizations, but one basic fact emerges regardless of the kind of organization it may be-all organizations have purpose, and all of the activities t

12、hat take place within the organization are deemed essential by someone to accomplish the organizations purpose. Lest one gain from this description a picture of uncertainty and unpredictability of output, it is important to add that management cannot function or accept such a condition and, therefor

13、e, imposes standards of productivity or output. In the factory these are most readily known in terms of piece rates or units of production. Despite these requirements by management, it is well known that workers withhold produc- tion; that is, workers may well have the ability to produce more than t

14、hat required of them. This problem of level of production is far more amorphous in the work situation where the professional person is engaged. How does one measure output in these situations and by what standards? One looks in vain for answers. Attempts have been made and will continue to be made t

15、o find solutions, but most of the attempts so far have crumbled or floundered because of the subjectivity involved in establishing such criteria. To date no precise mathematical formulae for determining such standards have been found, and even if they were, it is highly questionable whether they wou

16、ld be equally acceptable to managers and workers. At best, in the business and in- dustrial situation, the worker is considered as a cost factor in the grand total of production costs. Successful companies approximate or determine some level of productivity needed from the worker to consider this el

17、ement a profitable aspect of the overall operation. In state, national or urban governmental work where services are rendered to the public, even the cost concept of the worker as he relates to pro- ductivity or profitability becomes lost. What then are some of the factors that lead to this situatio

18、n and what can be done to motivate people? Earlier five factors were mentioned as playing a key role in the motivation area. At this point, I mention two of the vital ones-the supervisor and the employee.First, let us repeat quickly some points already made. All organizations have purpose. A library

19、 is an organization having the purpose or purposes of providing a professional service to the public or to special publics. All of its employees are then the means by which this service will be provided. How well this service will be rendered will depend upon how well the various activities are carr

20、ied out by the employees of the library. How adequately these employees will perform will depend upon their own self-motivation or how well they have been motivated by their supervisors. Even if there is satisfaction with the work being done today, it is only momentary for the accomplishments of tod

21、ay merely become the base for the improvements of tomorrow. The overwhelming characteristic of work in our time is change, and the only instruments capable of making these changes are the managers, the supervisors and the workers. There is only one effective way to get these changes made and that is

22、 to influence employees to want to make them. How do we do this? What are some of the factors involved? First, it is important that we never forget that it is the individual, the worker, who is being asked to make this change and that it is the employee who is in control of the situation. It is the

23、worker who must make the final decision to make this change and he will determine how much or how little he will do. The supervisor, in the extreme position, can fire the worker, but the question then arises as to what this will accomplish. A second point that must be made is the point so well state

24、d by Drucker: In hiring a worker one cannot hire a hand; its owner always comes with it . . .one can hire only a whole man rather than any part thereof. And when one hires this whole man or woman, one has hired a personality, attitudes, motives, levels of aspiration, goals, am- bitions, needs, egos,

25、 roles, abilities, interests, values and many other factors. Now let us briefly consider the other half of this duality of the supervisor motivating the employee. This worker has a personality which is defined in Menningers words as all that a man has been- is-and hopes to be. This is the total pers

26、on-the way he thinks and feels, his likes and hates, his abilities and interests, his values, and his hopes and desires. It is here in this work place where his hopes and ambitions may be fulfilled or smashed. It is here where his aspirations may be achieved and challenged or where he may develop fr

27、ustration, aggression, hostility, and apathy. It is this work place which consumes so large a part of his life and either provides fulfillment of his needs or miserably fails to meet them.Searching deeper to understand this worker, one can see him as a needs system seeking to satisfy his wants. Masl

28、ow sees the individual in our society and culture as one having a hierarchy of needs. These move from a base of meeting physiological requirements for survival to the apex of self-accomplishments in ones own right. Between these bounds he traces the need for safety and protection from bodily harms a

29、nd the next level of dependence, the need to feel secure and to be able to depend upon others. This is followed by the need for independence, to be able to stand on ones own two feet, to be respected, to have self-esteem. And lastly this need hierarchy is capped by the need for self-realization, the

30、 need to achieve and accomplish. Gratification of our basic needs frees us to move on to the next higher level. In this concept one moves from the area of physiological requirements to the psychological needs. McGregor points this up clearly when he states, Man lives by bread alone, when there is no

31、 bread. He points to this area of higher needs as the place where managers and supervisors fail to motivate their works. He points out that today most employees can generally fulfill their basic physiological needs, whereupon they attempt to seek fulfillment of their needs in the areas of self- expr

32、ession, recognition, having some voice in job affairs, doing something worthwhile, and demanding a chance to grow. Often these needs are largely overlooked by the supervisor and the result is frustration for the worker. Fundamentally, the problem can be raised in question form as follows: How can we

33、 apply the knowledge we have gained to the problem of motivating people? In posing this question, certain conditions must be recognized: 1) One cannot blanket all workers by a general formula. Motivation is an individual matter, and one needs to know and understand as best one can the individual who is to be motivated. 2) One will not be able to motiv