人力资源专业+毕业论文+外文翻译+中英文绩效考核与员工激励.docx

1、人力资源专业+毕业论文+外文翻译+中英文绩效考核与员工激励人力资源专业 毕业论文 外文翻译 中英文：绩效考核与员工激励单位代码 学 号 分 类 号 密 级 文献翻译 院（系)名称 专业名称 学生姓名 指导教师 第 1 页 The performance inspection and drive mechanism As everyone knows, the incentive system is a modern enterprise system, one of the core content, is to establish the enterprises core competiti

2、veness the cornerstone of enterprise management is an integral part of the essence. Inspired the term Chi Hay” as ”so excited heart”， that is to stimulate peoples motives, the acts of people induced to produce a builtin momentum towards the desired goal of the process。 As the name suggests， the so-c

3、alled negative incentives is a breach of individual organizational goals to punish non-expected behavior， so that it does not recur， so that individual initiative the goal of moving in the right direction of transfer, disciplinary action for specific performance, economic sanctions， reduction in ran

4、k， descending pay-out and so on。 In the modern enterprise management attaches great importance to the entrepreneurs are inspired， and often neglected the role of negative incentives, therefore, this article talk about the negative incentives in the enterprise management application. Negative incenti

5、ves in the role of corporate governance 1 Negative incentives to control employee behavior is a hidden stop line Just as the boundaries of morality and the law as beyond the boundaries of ethics is bound to be punished by law， a negative incentive is the case, has day-to-day business of the general

6、code of conduct, management systems and so on, beyond the guidelines, the system will be subject to certain sanctions 。 Of course, the negative incentive measures and means to exist in most of the corresponding enterprise management system. Negative incentives as a stop line”, perhaps as a few emplo

7、yees noted that the staff actually control behavior played an indispensable role in the nurture of day-to-day， the staff， consciously or unconsciously， have accepted this kinds of negative incentive regulation, the invisible to the management of behavior of a virtuous cycle of sustained effect. For

8、example, in the system provides that ”a deduction for being late to work 100， all the staff all know can not be late， or else they would be punished, under normal circumstances, employees naturally developed a habit to go to 第 2 页 work on time, managers applied only bound by a negative incentive mec

9、hanism to manage the entire enterprise of labor discipline, we can see， the hidden stop line” how important. 2 Negative incentives can play the role of a warning to others On more than a negative incentive systems are often bound by the boundaries of employee behavior, but this does not mean that al

10、l employees will comply with the agreed rules, as not all have the law will be lawabiding citizens, the total staff will be guilty of some kinds of errors Otherwise, the legal system and the enterprise system of negative incentives no longer necessary， which means, when the number of employees bound

11、 to overcome these consequences will be punished accordingly， and the nature of this punishment is mandatory and the threat of nature， the deterrent effect， often played the role of set an example and really make it impossible for workers to accept the psychological behavior of enterprise management

12、 respect， thereby enhancing self-management behavior. For example, suppose a company in the month, a 3 million to go to work late， this month 3 business deduction 100 Yuan each, and to notice, it will make employees aware that such a negative incentive is not a means of display， but very good to mai

13、ntain labor discipline of enterprises。 3 Negative psychological motivations of employees is greater than the impact of recurrent excitation Is the socalled incentives are in line with the organizational goals of individual acts of reward expectations in order to make more of such acts appeared to ra

14、ise the enthusiasm of individuals, mainly for employees， such as reward and recognition。 However, employees are inspired to gradually dilute the psychological impact, especially for high-paying whitecollar class, a survey showed that in China， a monthly salary of 5，000 Yuan higher than the class， fo

15、r the reward in 10% of the amount of incentives， the overwhelming majority of staff No feel because of higher relative to their total remuneration for this award is insignificant， it is hardly surprising that they do not care, and often will fall into the hands of recognition used to ”inertia” of th

16、e trap。 And the psychological impact of negative incentive is huge and has a dual nature, from the physical point of view, under normal circumstances would have been able to get was not punishment， is a double loss and， more importantly, the spirit by combat， 第 3 页 psychological fluctuations can be

17、imagined, business incentives is the way through the negative psychological impact from the impact of their actions to achieve the purpose. As in the previous case, a late whitecollar workers was 100 Yuan and deduction notice is very worried about this whitecollar employees to change his awareness o

18、f his psychological impact was not able to be measured by money。 4 The positive effect of negative incentives Simply understood literally, it is often thought to play a negative incentive effect is negative, on the contrary， we in the enterprise management process is to play a positive effect of neg

19、ative incentives. The above mentioned stop line” or a warning to others, or all of the negative incentives or means to regulate employee behavior are, in order to conduct business management services. A few days ago, a research report that the current personnel management can not post, the salary ca

20、n be increased can not be reduced, the annual assessment is only good, competent， there is no or a very small number of incompetent， and many other phenomena have stemmed from not negative incentive system， which eventually led to a lack of passion and the entire collective vitality, creativity and

21、enthusiasm is not high。 Cases from the above analysis, the parties may be a punishment is negative， the negative side， but should be noted that if there are no such negative incentive measures, the wrongful act of a laissez-faire attitude of staff， we can imagine the fate of an enterprise will be Ho

22、w would， in fact, this is only a small number of people on the punishment, the effect is to enable enterprises to comply with the majority of ”rules of the game”， the positive effect is much larger than the negative effect; for the parties， the negative impact is only temporary, and only he recogniz

23、ed that errors and corrections， the final result is positive. 5 The implementation of incentives can not be a negative bias In the Constitution provides that ”everyone is equal before the law, The same is true of negative incentives in the conduct of corporate management to achieve equality before t

24、he negative incentives”, which is the implementation of the incentive to be more accurate and appropriate degree of difficulty than Great. Negative incentives in the implementation is often different from the incentives, incentives are often biased in favor of the icing on the cake, a 第 4 页 little m

25、ore less, less staff than accounting; and negative incentives are different, once the bias, employees will be over, will lead to enterprise management the authority of those who suffer, and even lead to ineffective corporate governance system. For example， an employee for being late, because employe

26、es can not be said that he was on his way traffic, there is no subjective error and give up their punishment, or the next because of ”traffic will be late, more and more managers because it is impossible to implement really traffic, managers can also be understood： As it is known that the peak perio

27、d of work may be traffic congestion, why can not this early point of departure? Should not vary from person to person, such as a wife or relatives leadership to give up their punishment for being late， then all the systems will be a mere formality, corporate governance， sink into a chaotic state。 6

28、In the face of negative incentives to managers to lead by example Leadership as a business, managers should be willing to ”loss itself, it is necessary to accompany staff to accept the burden of responsibility should be to enable the staff will not be convincing。 In the power industry for many years

29、 of day-today management of the monthly economic assessment methods accountability” and ”Points management regulations” are two wellestablished management practices， these two approaches to the conduct of employees as defined in detail, the vast majority the majority of negative incentive measures,

30、a smallnumber of positive incentives， which is a good part of punishment for the next level of employees, higher level managers to be a certain percentage of the associated penalties， since the theory is wrong on the lower level employees at least bear management responsibility， the penalties associ

31、ated with negative incentive measures to implement greater interoperability， the higher level can say。 There is also a subordinate enterprises, the establishment of the three German banks management approach， that is, professional ethics, social ethics and family virtues， and management areas within

32、 the eighthour extension from the outside to eight hours to count each and every member of the three ethics” of the gold, as a punishment Three Morals of loan interest， deposit interest rates as a reward, but the leadership of more severe joint and several liability, ”Three Morals of points is the average of employees, by employees of the system greatly recognition. 第 5 页 1。 One of the principles： incentives to vary from person to person Because of the different needs of different staff， therefore, the same incentive effects of policy incentives will play a different. Even with a staff, a