员工激励【外文翻译】.docx

1、毕业论文（设计）外文翻译一 、 外 文 原 文 ： 原 文 ：E m p loy ee M otiv a t ionNohria Nitin; Groysberg Boris; Lee Linda-ElingGetting people to do their best work，even in try ing circumstances, is one of managers most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-o

2、ld puzzle. Some of historys most influential thinkers about human behavior - among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow - have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didnt ha

3、ve the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine try ing to infer how a car works by examining its movements (starting, stopping, accelerating, turning) wi

4、thout being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak - to learn more about the human brain. Our synthesis of the research suggests that people are gu

5、ided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as

6、social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note.

7、Its hard to argue with the accepted wisdom - backed by empirical evidence - that a motivated workforcemeans better corporate performance. But what actions, precisely, can managers taketo satisfy the four drives and, thereby, increase their employees overall motivation?We recently completed two major

8、 studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses - a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune500 companies. To define overall motivation, we focused on four commonly measured wor

9、kplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implic

10、it and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organizations ability to meet the four fundamental drives explains, on average, a

11、bout 60% of employees variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting t

12、he drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on

13、the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardellis lackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on the drive to acquire at the expense of other driv

14、es. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment

15、 that interfered with the drive to defend: Employees no longer felt theywere being treated justly. When Nardelli left the company, Home Depots stock pricewas essentially no better than when he had arrived six years earlier. Meanwhile Lowes, a direct competitor, gained ground by taking a holistic app

16、roach to satisfying employees emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but emp

17、loyees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article well look more closely at the drivers of employee motivation, the levers

18、 managers can pull to address them, and the local strategies that can boost motivation despite organizational constraints.The Organizational Levers of MotivationAlthough fulfilling all four of employees basic emotional drives is essential for any company, our research suggests that each drive is bes

19、t met by a distinct organizational lever.The reward system. The drive to acquire is most easily satisfied by an organizations reward system - how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When

20、the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest

21、employees embraced their new company - to an unusual extent in the aftermath of an acquisition - in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted e

22、ffort to better meet the drive to acquire - that is, by establishing very clear links between performance and rewards.Historically, the company had set high business-performance targets, but incentiveshad done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vic

23、e president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-m

24、anagement organizations in the United States. It was one of the few mid-cap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture. The most effective way to fulfill the drive to bond - to engender a strong sense of camaraderie - is to create a c

25、ulture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWests silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for both companies, the new structure encouraged people to br

26、eak old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues - cutting through the bureaucratic and political processes that can slow decision making at

27、the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortunes list of 100 Best Companies to Work For. The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report

28、that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design. The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging.Cirque du Soleil, is committed to making jobs challenging and

29、 fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employeesalso get to say a lot about how performances are staged, and they are allowed to movefrom show to show to lear

30、n new skills. In addition, they get constant collegial exposure to the worlds top artists in the field.Performance-management and resource-allocation processes. Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet peoples drive to defend. RBS,

31、for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams

32、 that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.The Role of the Direct Manage

33、rOur research also revealed that organizations dont have an absolute monopoly on employee motivation or on fulfilling peoples emotional drives. Employees perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their super

34、visors control, influence their motivation, but they are discriminating when it comes to evaluating that supervisors ability to keep them motivated. Employees in our study attributed as much importance to their bosss meeting their four drives as to the organizations policies. In other words, they re

35、cognized that a manager has some control over how company processes and policies are implemented.Employees dont expect their supervisors to be able to substantially affect the companys overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within the

36、ir spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguishbetween

37、 top and bottom performers. Similarly, even in a cutthroat culture that doesntpromote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating

38、 local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do

39、their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significa

40、nt limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about

41、what managers should be able to do in meeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates drives to acquire, bond, and comprehend. However, his subordinates indicated that his ability

42、to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this managers superior ability to fulfill three of the four drives, his relative

43、 weakness on the one dimension damaged the overall motivational profile of his group.Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights

44、 into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation

45、is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that com

46、pany only up to the 56th percentile - but an improvement on all four drives would blast it up to the 88th percentile.Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers ability to motivate them as highly, on ave

47、rage, as they rated the organizations ability to fulfill their four drives. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Harvard Business Review，Jul-Aug

48、2008，Vol. 8 6 I s s u e 7 /8 , p 7 8 - 8 4二 、 外 文 译 文 ：译 文 ：员 工 激 励Nohria Nitin; Groysberg Boris; Lee Linda-Eling 让员工将工作做到最好，即使是在令人讨厌的工作环境下，是管理者最持久的挑战。事实上，破译是什么激励人类是一个历史悠久的难题。历史上最有影响 力的思想家包括亚里斯多德、亚当斯密、马斯洛等一直致力于研究人类行为的细 小差异和告诉我们做事的动力。这样的杰出人物，并没有利用现代大脑科学的知识。他们的理论是基于认真 调查和良好教育的，当然，包括直接观察。试想以下，通过检查汽车的发动机， 而不参与发动机的装卸，推断它是怎么运作（启动、停止、加速、转向）是多么 难。幸运的是，新的跨学科研究如生物学、精神学和进化心理学使我们能够看到 引擎盖下，也饿就是说，是我们对人的大脑有更多的了解。我们的综合研究表明， 人是由基本的情感需要激励的。正如保罗和诺瑞亚在他们 2002 年的书中提到： 人的本质如何塑造我们的选择（获得稀有的物品，包括无形资产例如社