員工激勵(lì)外文翻譯--公司員工激勵(lì)案例分析

1、<p>　　中文3242字,1890單詞，10200英文字符</p><p>　　Hapenciuc C V, Morosan A A. EMPLOYEE MOTIVATION IN THE COMPANY. STUDY CASE[J]. 2011, 10(3):129-136.</p><p>　　本科生畢業(yè)論文外文翻譯</p><p><b>

2、;　?。?屆）</b></p><p>　　課題名稱： </p><p>　　學(xué)生姓名： </p><p>　　學(xué) 號(hào)： </p><p>　　專業(yè)班級(jí)：

3、 工商管理 </p><p><b>　　指導(dǎo)教師：</b></p><p>　　姓名 </p><p>　　學(xué)科 </p><p>　　職稱 </p><p

4、>　　201 年 12 月 15 日 EMPLOYEE MOTIVATION IN THE COMPANY. STUDY CASE</p><p>　　Professor PhD. Cristian Valentin HAPENCIUC “?tefan cel Mare” University of Suceava, Romania valentinh@seap.usv.ro</p&g

5、t;<p>　　Master student Andrei-Alexandru MORO?AN “?tefan cel Mare” University of Suceava, Romania alexandrumorosan@gmail.com</p><p><b>　　Abstract:</b></p><p>　　A firm’s perform

6、ance is in a direct link with the resources it involves, namely material, financial and human resources. If in the case of the material and financial resources the diagnosis and improvement processes are relatively simpl

7、e, the human resources imply more complex issues.The first condition for a firm to obtain performance (in terms of human resources) is recruiting staff with appropriate qualifications. But conforming to this criterion do

8、es not lead automatically to the elimination</p><p>　　Keywords: human resources, motivational methods, personnel, motivation, motivation structure</p><p>　　INTRODUCTION</p><p>　　Mo

9、tivation is defined as the action of orienting ones behavior to a specific goal. There are a lot of theories that try to explain, how and why motivation function as is does. The simplest explication of how motivation fun

10、ctions is “the need to minimize physical pain and maximize pleasure”, of chorus there are a lot of needs that may act as a motivator (e.g. eating, resting, or a desired object, hobby, goal, state of being, ideal). Other

11、theories attribute motivation to less- apparent reasons su</p><p>　　INCENTIVE THEORY</p><p>　　This theory is one of the oldest, and it states that presenting a reward (tangible or intangible) af

12、ter the occurrence of a certain action will cause the behavior to occur again. The theory is based on the fact that the subjects mind will associate a positive meaning to the behavior. [2](Maslow A., 1970).</p>&l

13、t;p>　　The time passed since the occurrence of the action and the moment when the subject is presented with the reward is also very important, it has been shown that for shot periods the impact is greater than for lon

14、ger ones. If this cycle of action–reward is repeated it is possible to convert that action into a habit. [3](Goldthorpe, J.H. and others, 1968)</p><p>　　This theory depicts motivation as a very simple proces

15、s, but in reality there are a lot of factors that influence it. There are a lot of motivational techniques and it is hard to decide which one is the optimum for a given situation. [4](Kerr S., 1995)</p><p>　

16、　EMPLOYEE MOTIVATION</p><p>　　One of the most important uses of motivation is in a company. Organizations employ workers to perform certain tasks; these workers need to be motivated in order to perform their

17、 tasks with maximum productivity. Of chorus workers need to be kept in the organization for a long period of time, for this process motivation is once again responsible. The traditional motivator for a worker is his sal

18、ary, but in many cases that isn`t enough. Companies use a lot innovating tactics to keep their producti</p><p>　　Analyzing from the perspective of the motivational factor we can speak of two types of motivat

19、ion:</p><p>　　Intrinsic motivation is generated by a factor that comes from within the subject (beliefs, feeling that what he does is important, modality, the perspective of learning something new).</p>

20、;<p>　　Extrinsic motivation is generated by a factor that comes from the exterior (e.g. salary, material rewards, good reviews). [6](Lepper, M.R. and others, 1973)</p><p>　　A very important theory in

21、the field of motivation is Maslow`s pyramid. In his work Maslow has created a hierarchy of needs felt by an individual. [7](Maslow A., 1970)</p><p>　　At the base of his pyramid Maslow put physiological need

22、s; for an individual found under their constraint money is a perfect motivator. But after these need are satisfied the individual will advance on Maslow`s hierarchy and his needs will change, this implies the fact that t

23、he motivator will change as well [8]( Goldthorpe, J.H. and others 1968). At higher levels of Maslow`s pyramid, are placed needs that are satisfied with praise, respect, recognition and empowerment, money having a small

24、impa</p><p>　　EXPERIMENTS</p><p>　　Gruxberg determined from this experiment is that if the task is complex the motivation uses must be intrinsic (within the employee) and if the task is simple t

25、he motivation uses must be extrinsic.</p><p>　　According to Maslow's pyramid individuals will be motivated in the first phase of basic needs (needs such as food, clothing, security), those on the first t

26、wo levels of his pyramid. Only after these two needs will be satisfied they can advance. In an attempt to meet these two basic needs, individuals will be attracted to extrinsic motivations. Later, after satisfying the fi

27、rst two levels, they will advance. Only in this second phase they will present a greater openness to intrinsic motivation. I</p><p>　　Graph 1 - Sensibility</p><p>　　Graph 2 – Sensibility</p&g

28、t;<p>　　If we were to superpose the two theories, that of Maslow and Gluxberg we get a more complex scenario, which would be more realistic. Individuals in the first phase will be very sensitive to extrinsic moti

29、vations, once these needs on the first level of Maslow's pyramid are met, their sensitivity will change to intrinsic motivation (this sensitivity will vary in direct proportion to the level attained in the hierarchic

30、al pyramid). But after this shift, the sensitivity for intrinsic motivation wil</p><p>　　A graphical representation is depicted in graph 1 and graph 2. </p><p>　　Also, an employee can carry out

31、activities with a medium or high level of creativity only when his needs are located at least at the third level (or higher) on Maslow's pyramid. In the motivation process it is ve

32、ry important to take into account the specific work undertaken. Employees are extrinsically motivated (rewards) and for those carrying out a complex task which requires cognitive and creative functions it is reco

33、mmended the use of intrinsic mot</p><p>　　STUDY CASE</p><p>　　To demonstrate the functionality of the above principles, we conducted a study on a company with 60 employees. We chose a company th

34、at has two divisions: automotive service (35 staff) and an auto sales (25 employees), the choice was based on the consideration that the service division performs tasks does not require much cognitive and creative functi

35、ons (vehicle diagnoses being provided by a computer, other operations being described by the vehicle service manual), and the sales unit witch perfo</p><p>　　Table 1 – Forms of Motivation</p><p>

36、;　　It is worth mentioning that the company allocates similar resources for the two forms of motivation (graph 3).</p><p>　　Graph 3 – Forms of motivation</p><p>　　Within this company a survey was

37、 conducted among all employees, trying to determine the effectiveness of various forms of motivation.</p><p>　　Employees were applied a questionnaire which contained several questions, one section include a

38、list of all forms of motivation applies, they were asked to tick a degree of effectiveness for etch one, from their point of view.</p><p>　　The results of this query support Gluxberg theory, the employees fr

39、om the sales department have agreed intrinsic motivation is more effective than extrinsic motivation, while those in the service department had a reverse reaction.</p><p>　　If we were to relate only to

40、Gluxberg`s theory the general motivation of employees from this company should be low, due to the fact that this company applies the two forms of motivation equally. But the same survey also had a section to quantify

41、 the overall motivation of employees (graph 4).</p><p>　　Graph 4 – General Satisfaction</p><p>　　Graph 5 – Optimum distribution of motivation forms</p><p>　　As shown, Gluxberg`s the

42、ory is not valid in practice. The experiment studied motivation isolated from other factors.</p><p>　　If we were to relate the conclusions derived from overlapping Gluxberg with Maslow's theory, the resu

43、lts are validated. The company applies the two forms of motivation (approximately equal) and obtains a relatively good motivation (approximately 75% of employees).</p><p>　　As a possibility of improving empl

44、oyee motivation in this company, it is recommended to easily apply the two forms of motivation distinct among the two divisions (graph 5).</p><p>　　It's hard to say which would be optimal; it must be fou

45、nd by repeated tests.</p><p>　　CONCLUSIONS</p><p>　　The results of a series of experiments conducted under controlled conditions are not always appropriate to be applied in practice, these exper

46、iments provide very important contributions, but they should be correlated with both existing theory and the issues identified in the companies. Gluxberg's experiments have made very important contributions on forms

47、of motivation that should be applied in modern society. But, the solutions given by his experiments, can`t be applied in practice, they are no</p><p>　　Managers must take into account the situation of employ

48、ees, the needs that they show (placing them on a certain level of Maslow's pyramid), but also the specific work performed by them (involving cognitive and creative activities or not). Following these findings, manage

49、rs are able to identify the predominant form of motivation recommended for their company. And then through successive adjustments to identify the optimal point (these adjustments are necessary, because economic theory pr

50、ovides an</p><p>　　BIBLIOGRAPHY</p><p>　　Baumeister R.F., Vohs K.D. – Handbook of self-regulation: Research, theory, and applications, Guilford Press, New York, 2004</p><p>　　Burciu

51、 A., Prelipcean G., Bostan I., Hapenciuc V., Cha?ovschi C., Roman C., Popescu M., Vancea R., Dîmbu D., N?stase C. – Introducere în Management, Editura Economic?, Bucure?ti, 2008</p><p>　　Carver C.

52、S. Scheier M. F. – On the self-regulation behavior, Cambridge University Press, New York, 2001</p><p>　　Cofer C., Appely M. – Motivation: Theory and Research, John Wiley & Sons, New York, 1967</p>

53、<p>　　Goldthorpe, J.H., Lockwood, D., Bechhofer, F. and Platt, J. - The Affluent Worker: Attitudes and Behaviour, Cambridge University Press, Cambridge, 1968</p><p>　　Heyman J., Ariely D. –Effort for P

54、ayment: A Tale of Two Markets, Psychological Science 15, 2004</p><p>　　Kerr S. - On the folly of rewarding A, while hoping for B, Academy of Management Executive, New York, 1995</p><p>　　Knghts

55、D. and Willmott H. - Organizational behaviour and management, Tomson Learning, London, 2007</p><p>　　Lepper, M.R., Greene, D., Nisbett, R.E. - Undermining children's intrinsic interest with extrinsic re

56、wards: A test of the overjustification hypothesis, Journal of Personality and Social Psychology, 28(1), 1973</p><p>　　Maslow A. - Motivation and Personality, Harper & Row, New York, 1970</p><

57、p>　　Pink D. – Drive: The Surprising Truth About What Motivates Us, Penguin Group Incorporated, New York,2009</p><p>　　Seligman M. - Learned Optimism,Alfred A. Knopf, Inc., New York, 1995</p><p&

58、gt;　　Steinmetz, L. - Nice Guys Finish Last: Management Myths and Reality, Horizon Publications Inc., Boulder, Colorado, 1983</p><p>　　Weightman, J. - The Employee Motivation Audit, Cambridge Strategy Publica

59、tions, Cambridge, 2008</p><p>　　www.wikipedia.org</p><p>　　www.ted.com</p><p>　　公司員工激勵(lì)案例分析</p><p>　　Cristian Valentin HAPENCIUC and Andrei-Alexandru MORO?AN</p>

60、<p>　　摘要: 一個(gè)公司的績效是與這個(gè)公司的資源有著直接相關(guān)的,這資源包括了資料、財(cái)務(wù)和人力資源。資料和金融資源的診斷和改進(jìn)過程相對(duì)簡單,然而人力資源則意味著更復(fù)雜的問題。一個(gè)企業(yè)獲得績效的首要條件是用合理的標(biāo)準(zhǔn)招聘員工，但是這個(gè)標(biāo)準(zhǔn)并不能解決人力資源問題。目前，大多數(shù)企業(yè)都有招聘合格員工的經(jīng)驗(yàn)，但是他們中的一大部分不能完全旅行這個(gè)標(biāo)準(zhǔn)。這都是員工的積極性導(dǎo)致的，除此之外，充分地激勵(lì)對(duì)于公司有經(jīng)驗(yàn)的使用人才也十分重要。但是

61、員工激勵(lì)可以通過很多方式來實(shí)現(xiàn)，工資、獎(jiǎng)金和福利，比如手機(jī)、汽車、促銷價(jià)的產(chǎn)品、各種節(jié)目或者更多，它們都有不同的影響。</p><p>　　本文探討了多種激勵(lì)的效果，試圖確定它的最佳結(jié)構(gòu)。為此我們分析了一家公司，在保持物力、財(cái)力不變的同時(shí)，運(yùn)用不同方法激勵(lì)員工，然后分析這家公司的績效，以此來分析每種激勵(lì)方式對(duì)公司績效的影響。這個(gè)研究結(jié)果適用于任何想提高自己公司人力資源質(zhì)量的公司。</p><p

62、>　　關(guān)鍵詞：員工激勵(lì)方式；人力資源；積極性；激勵(lì)結(jié)構(gòu)</p><p><b>　　簡介</b></p><p>　　動(dòng)機(jī)的作用被定義為到一個(gè)特定目標(biāo)的定向行為。有很多理論試圖解釋動(dòng)機(jī)功能如何以及為什么。如何激勵(lì)，簡單的解釋是“需要減少身體疼痛和最大化的快樂”,這方面有很多需求,可以作為一種激勵(lì)(如吃飯、休息,或所需的對(duì)象,愛好,目標(biāo)狀態(tài),理想)。其他理論屬性較

63、少的動(dòng)機(jī)——明顯的原因如利他主義,自私、道德、或避免死亡。 </p><p><b>　　激勵(lì)理論</b></p><p>　　激勵(lì)理論是行為科學(xué)中用于處理需要、動(dòng)機(jī)、目標(biāo)和行為四者之間關(guān)系的核心理論。行為科學(xué)認(rèn)為，人的動(dòng)機(jī)來自需要，由需要確定人們的行為目標(biāo)，激勵(lì)則作用于人內(nèi)心活動(dòng)，激發(fā)、驅(qū)動(dòng)和強(qiáng)化人的行為。激勵(lì)理論是業(yè)績?cè)u(píng)價(jià)理論的重要依據(jù)，它說明了為什么業(yè)績?cè)u(píng)價(jià)能夠

64、促進(jìn)組織業(yè)績的提高，以及什么樣的業(yè)績?cè)u(píng)價(jià)機(jī)制才能夠促進(jìn)業(yè)績的提高。 </p><p>　　早期的激勵(lì)理論研究是對(duì)于”需要”的研究，回答了以什么為基礎(chǔ)、或根據(jù)什么才能激發(fā)調(diào)動(dòng)起工作積極性的問題，包括馬斯洛的需求層次理論、赫茨伯格的雙因素理論，和麥克利蘭的成就需要理論等。最具代表性的馬斯洛需要層次論就提出人類的需要是有等級(jí)層次的，從最低級(jí)的需要逐級(jí)向最高級(jí)的需要發(fā)展。需要按其重要性依次排列為：生理需要、安

65、全需要、社會(huì)需要、尊重需要和自我實(shí)現(xiàn)需要。并且提出當(dāng)某一級(jí)的需要獲得滿足以后，這種需要便中止了它的激勵(lì)作用。</p><p><b>　　員工激勵(lì)</b></p><p>　　員工激勵(lì)是一家公司最重要也是最有用的一種激勵(lì)。組織雇用員工執(zhí)行某些任務(wù)時(shí)，為了使這些員工效率到達(dá)最高，需要給予這些員工一定的激勵(lì)。最傳統(tǒng)的激勵(lì)就是員工的工資，但是很多時(shí)候，僅僅是工資還不夠。為了

66、使員工的生產(chǎn)力達(dá)到最大，很多公司還采用了很多創(chuàng)新的激勵(lì)手段，其中包括物質(zhì)上的和精神上的( Weightman, J., 2008)。</p><p>　　根據(jù)激勵(lì)因素的觀點(diǎn)，我們可以把激勵(lì)分為兩種：內(nèi)在激勵(lì)和外在激勵(lì)。</p><p>　　內(nèi)在激勵(lì)因素產(chǎn)生于主體內(nèi)部，包括信仰、價(jià)值觀和學(xué)習(xí)新東西的角度。</p><p>　　外在激勵(lì)因素產(chǎn)生于外部，例如工資、獎(jiǎng)金以及

67、良好的評(píng)價(jià)。</p><p>　　馬斯洛的需求層次理論是在員工激勵(lì)領(lǐng)域中一個(gè)非常重要的理論。馬斯洛在工作中創(chuàng)造出了需求層次的理論。馬斯洛把生理需求放在他金字塔的最底部：對(duì)個(gè)人來說約束他們的開銷不愧為一個(gè)很完美的激勵(lì)方式。但是在這些需求被個(gè)人滿足了之后將會(huì)推進(jìn)馬斯洛的層次需要的改變。這同時(shí)也暗示了員工激勵(lì)戰(zhàn)略被改變了。在馬斯洛理論的最高層上，放置著對(duì)贊揚(yáng)、尊重、認(rèn)可以及授權(quán)，相對(duì)而言金錢金錢造成的影響很小。<

68、/p><p><b>　　實(shí)驗(yàn)</b></p><p>　　Gluxberg通過對(duì)實(shí)驗(yàn)得到了自己的理論，簡單的來說就是，從事復(fù)雜的、高級(jí)的、需要?jiǎng)?chuàng)造力的工作的人，更多的需要通過內(nèi)在激勵(lì)的方式來提高他們的效率和對(duì)工作的滿意度。然而那些從事著簡單的、低級(jí)的、不需要?jiǎng)?chuàng)造力的工作的人，則需要更多的外在激勵(lì)來提高他們的工作效率和滿意度。</p><p>　　

69、根據(jù)馬斯洛的需求金字塔，最底下的兩層是個(gè)人的基本需求（食品、衣服、安全）。只有滿足了這些需求后，個(gè)體才會(huì)有更高的需求。為了滿足個(gè)體這兩層最基本的需求（生理和安全），個(gè)體需要的是更多的外在激勵(lì)。直到這最基本的兩種需求被滿足后，個(gè)體才會(huì)去追求更高層次的需求。直到個(gè)體達(dá)到了更高層次的需求的時(shí)候，他們才會(huì)展現(xiàn)出更多對(duì)于內(nèi)在激勵(lì)的渴望。值得一提的是，在第二個(gè)階段，他們的前兩種需求必須被保持在一個(gè)最佳水平上，所以他們還是有獲得外在激勵(lì)的需求。Glu

70、xberg用于實(shí)驗(yàn)的對(duì)象，很有可能已經(jīng)達(dá)到了金字塔的前三層，所以他們不會(huì)受缺乏食物和安全的制約。</p><p>　　如果我們把馬斯洛和Gluxberg的理論進(jìn)行疊加的兩個(gè)理論，我們得到了一個(gè)更復(fù)雜的情況，但這將是更現(xiàn)實(shí)的。在第一階段的個(gè)人對(duì)外在激勵(lì)非常敏感，一旦這些在馬斯洛的金字塔第一階段的需求被滿足，他們就會(huì)轉(zhuǎn)而對(duì)內(nèi)在激勵(lì)更為敏感（這種敏感性將不同成正比的水平層次金字塔獲得）。但這種轉(zhuǎn)變后，內(nèi)在激勵(lì)的敏感性會(huì)

71、有所不同，這取決于個(gè)人必須執(zhí)行的任務(wù)的復(fù)雜性。如圖1和圖2所示</p><p><b>　　圖1</b></p><p><b>　　圖2</b></p><p>　　此外，只有當(dāng)員工的需求至少在馬斯洛的金字塔的第三個(gè)層次（或更高）的時(shí)候，他們才會(huì)進(jìn)行具有中等或高水平創(chuàng)造力的活動(dòng)。在激勵(lì)的過程中，考慮具體的工作的操作是非常

72、重要的。員工在進(jìn)行一些需要?jiǎng)?chuàng)造力的復(fù)雜的工作的時(shí)候，外在激勵(lì)是很必要的，僅僅是外在激勵(lì)是不夠的。 Gluxberg的結(jié)論是有點(diǎn)幼稚和不實(shí)用（需要認(rèn)知和創(chuàng)造性的活動(dòng)，涉及到內(nèi)在激勵(lì)，外在激勵(lì)具有一定的負(fù)面影響），但結(jié)合馬斯洛的理論，它就能到達(dá)一個(gè)新的層面，具有很大的實(shí)用價(jià)值。</p><p><b>　　案例分析</b></p><p>　　我們?cè)谝患矣辛畟€(gè)

73、員工的公司做了一個(gè)調(diào)查。這家公司有兩個(gè)部分：汽車服務(wù)（35名工作人員）和自動(dòng)銷售（25名員工），這樣選擇的依據(jù)是執(zhí)行任務(wù)的服務(wù)部不需要很多的認(rèn)知和創(chuàng)造性(汽車診斷是否被提供,都是由電腦控制和規(guī)定的)。但是銷售的工作卻與此相反，他們?cè)谥苯愉N售上必須有很大的創(chuàng)造力，說服顧客選擇自己公司的產(chǎn)品。這家公司被選上的另一個(gè)考慮是激勵(lì)的形式應(yīng)用。表1中列舉的這些形式的激勵(lì)。</p><p>　　值得一提的是該公司對(duì)兩種激勵(lì)方式

74、的應(yīng)用情況如圖3所示</p><p><b>　　圖三</b></p><p>　　我們對(duì)這個(gè)公司在全體員工進(jìn)行了調(diào)查,試圖確定不同形式的激勵(lì)的有效性。員工們被要求做了一個(gè)問卷調(diào)查，這個(gè)問卷包含了幾個(gè)問題，其中一部分列出所有形式的激勵(lì)應(yīng)用，員工們被要求用自己的觀點(diǎn)標(biāo)記出每個(gè)激勵(lì)方式的激勵(lì)效果程度。</p><p>　　調(diào)查的結(jié)果完全符合Glux

75、berg理論，從事銷售的員工認(rèn)為內(nèi)在激勵(lì)更為有效，而從事服務(wù)的員工則認(rèn)為外在激勵(lì)效果更好。</p><p>　　如果我們只涉及Gluxberg的理論，那這家公司的員工從這家公司獲得的普通激勵(lì)是低的，但是事實(shí)上，這家公司對(duì)于兩種激勵(lì)形式的應(yīng)用幾乎是等量的。在同一個(gè)調(diào)查中，還有一個(gè)部分定量調(diào)查了員工整體的積極性</p><p><b>　　圖4</b></p>

76、<p>　　如圖所示，Gluxberg的理論在實(shí)際應(yīng)用中并不是完全有效的，這個(gè)研究激勵(lì)的實(shí)驗(yàn)并沒有把許多別的方面的因素考慮進(jìn)去。如果我們把馬斯洛的理論和Gluxberg的理論結(jié)合起來，再與我們的調(diào)查結(jié)果聯(lián)系起來，那樣得到的結(jié)果就變的非常有用。該公司應(yīng)用了兩種形式激</p><p>　　勵(lì)（幾乎是相等的），得到了很好的激勵(lì)效果（大約75％的員工）。</p><p>　　為了提高

77、這家公司員工的積極性，我們建議這家公司合理的應(yīng)用兩種激勵(lì)方式，根據(jù)實(shí)際情況來分配兩種激勵(lì)方式的比重，而不是一味的平均主義。但是怎樣的激勵(lì)結(jié)構(gòu)才是最佳的也很難判斷，必須在不斷的實(shí)踐過程中，找到最佳的激勵(lì)結(jié)構(gòu)。</p><p><b>　　圖5 </b></p><p><b>　　總結(jié)</b></p><p>　　在一系列受

78、控條件下進(jìn)行的實(shí)驗(yàn)得出的結(jié)果，并不總是適合在實(shí)踐中進(jìn)行應(yīng)用的,但這些實(shí)驗(yàn)的確做出了非常重要的貢獻(xiàn),公司應(yīng)該將這些理論和公司的實(shí)際情況聯(lián)系起來。Gluxberg的激勵(lì)形式理論值得公司應(yīng)用。但是，他實(shí)驗(yàn)中的方法就沒有那么大的實(shí)用性了，因?yàn)樗麤]有考慮到作用于員工身上的所有因素。管理者必須得了解員工的需求情況（把他們的需求在馬斯洛的金字塔中找到相應(yīng)的位置），還有他們的具體工作情況（是否是需要?jiǎng)?chuàng)造性的工作）。根據(jù)這些發(fā)現(xiàn)，管理者就能找到適用于他們