激励机制英文文献和中文翻译_英文文献和中文翻译

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How to Motivate Every Employee

---James·Cameron

Incentive is the core of human resource management.Production and management in the enterprise management, human resources is economic resources with a variety of thoughts, feelings, the most dynamic summation also love that economic resources, but also the soul of enterprise in this organism, therefore, human resources production and management resources than other more important resources, and decisions not only affect the production and operation of enterprises of other economic resources, the value and use, and the province is the enterprise strength of several important components of quality of human resources as a result of production and management in the enterprise economic resources of the status and role, so the effectivene of corporate governance or the ultimate ideal to achieve the objective should be: every enterprise employees will be able to give top priority to the overall interests of enterprises and busine goals , the interests of all willing to contribute their own.Employees of such a mental state of thinking and Normal under oath in order to reflect the difficult, but it is entrepreneurs, managers should be pursued and the ultimate challenge, it is neceary to approach such a state, only through an effective internal incentives.Therefore, the most important task of enterprise management is the human resources management.Traditional personnel management and labor is different from a modern human resources management performance of the main features of the “strategic” level:(one)at the strategic guiding ideology of modern human resource management is “people-oriented” management;(two)the strategic objectives modern human resources management in order to “obtain a competitive advantage,” the objectives of management;(three)the scope of the strategy, the modern human resources management is the “full participation in” democratic management;(four)measures in the strategy of modern human resources management is the use of “systematic scientific methods and human art” contingency management.And non-human resources management, compared to human resources management through the “incentives” to achieve, it is the core of human resources management.The so-called “incentive” to meet people from the multi-level and diversified needs of different employees and reward performance standards set value, a maximum staff to stimulate enthusiasm and creativity to achieve the objectives of the Organization.An enterprise of how the use of human resources is determined by many complex factors in the result of the coupling, but the role of management incentives is one of the most important factors.Unlike other non-human resources of the fundamental characteristics of human resources is that it attached to the staff and the existence of the human body, personal moment with the staff can not be separated, such other person or organization to use human resources, both by its natural all the people of “positive take the initiative ”can be achieved with.Therefore, human resources management can “people-oriented” and effectively to stimulate the enthusiasm of employees, to maximize the staff's initiative and creativity, has become the decision of the merits of enterprise production and management of key performance factors and human resources management busine succe core of the problem.Employee incentive measures.Incentives for the management of human resources management in particular, the importance of self-evident.Incentives can be adopted by all of, the enterprises need to attract them;also can make the most of the employees to perform their talents and wisdom;work so as to maintain the effectivene and efficiency.Incentive not only to make employees feel at ease, and actively work to play it so staff recognition and acceptance of the enterprise goals

and values, the enterprise have a strong sense of belonging.According to the United States, Profeor William James of Harvard University study, in the absence of incentive environment, the potential for staff to play out only a small part of that is 20%-30%, first-served basis just to keep their rice bowls;and in a good incentive mechanism for the environment, the same staff can play a potential 80%-90%, it can be seen, so that each employee is always a good incentive environment is the management of human resources development and the pursuit of the ideal state.So how do we inspire employees to effectively correct the times?

First,Adhere to people-centered, respect for human nature, and establish and implement the “employee-centric” management concept.“People-oriented, respect for humanity” as a modern management philosophy, emphasizing the ultimate goal of management-to improve the economic efficiency of enterprises on the people behind the management of behavior is no longer a cold cold command type, the compulsory type.But carrying out an incentive, trust, caring, emotional, manager of human nature embodies a high degree of understanding and attach importance to managers as employees can not be purely “economic man” in order to meet their survival needs and material interests of the management an opportunity to but to pay attention to the employees respect the spirit of self-actualization needs at higher level in order to provide creative work and encouraging personality to play to mobilize the enthusiasm of employees, in the equal exchange of lead and establish the concept of corporate management;the external control into self-control, so that each employee to form their own sense of corporate loyalty and a sense of responsibility, so that the value of employees to achieve personal and busine survival and development into a paer-by, if the enterprises do not know how to be people-oriented, and lack of basic understanding of human nature and respect for , to the neglect of the personal value of human resources to enable employees to achieve long-term needs of the individual values can not be met or even depreion, will not be able to retain the best talent, companies will lose competitivene.Therefore, we must do the following:

Staff carry out regular surveys to understand the extent poible, a matter of concern to employees, especially those relevant to their work, and to win the support and loyalty of staff, and staff to guide the spirit of innovation, attract and retain employees, companies should strive to collect the following the desired information staff: the fairne of work;organizational learning;communication;degree of flexibility and concern;Customer Center;trust and delegation of authority;the effectivene of management;job satisfaction, the adequacy of support, was placed in a suitable role , and whether or not to feel valuable.Focus on staff remuneration, benefits, working conditions, as well as flexible, to facilitate the preferential arrangements.Enterprises should change with the times, in addition to the traditional emphasis on staff remuneration, welfare and the improvement of working conditions but also the poibility of other incentives, such as the provision of day care;serving University;tuition grants;shorter working hours in summer;the implementation of employee stock option plan;set up a remote post office and so on.Second, the implementation of a comprehensive compensation strategy to motivate employees to fully.The so-called “comprehensive compensation strategy”, which means the company will pay the salaries of employees claified as “external” and “inherent” in two categories, a

combination of the two is the “full pay”, “external pay ”referring primarily to provide their employees with quantifiable monetary value, for example, the basic wage bonuses, stock options, pension, medical insurance and so on,“ internal pay ”refers to those provided to employees can not be quantified the performance of monetary value of various currencies.For example, work satisfaction, for the completion of its work to facilitate the provision of personal tools, training opportunities, attractive corporate culture, good interpersonal relations, coordination of the work environment, as well as individual recognition, appreciation and so on, external salaries and pay their own internal incentives have different functions.Their contact with each other, complement each other, constitute a complete system of remuneration, practice has proved that as a result of staff-to-busine expectations and needs to be comprehensive, which includes not only material needs, but also spiritual needs, and thus the implementation of “full pay” strategy, is an effective model of staff motivation.Third,incentives should be fair, just and eliminate incentives for “big”.Fair and impartial is a fundamental principle of motivation.If you do not fair, improper Prize Award, improper punishment and punishment, not only can not receive the desired results, but will result in many negative consequences, it is neceary to impartial and incorruptible, regardle of affinity, regardle of distance, will be treated equally in order to promote the enthusiasm of the staff along the right direction virtuous circle, as proposed by the United States manage the academic award as the criteria.Only by doing so can enhance the cohesion and centripetal force.At the same time, incentives are clearly ancient times people believed in the basic management principles.In fact if the additional money as wages, as it is unrelated to individual performance and reward, employees feel they deserve it, rather than the result of the efforts, so that people can not be stimulated and motivated.Therefore, the smart managers should do everything poible to reward and recognize performance combine it with the cause of loyalty, dedication to the cause of the close combination of fact, the staff inside the imbalance is that they do good , there are dedicated, but work with people who do not receive the same treatment.This is often not satisfied with the staff and leadership reasons, incentives to companies linked to behavior and employee benefits, the higher the protection of personal value, the greater their income, and through incentives to create a fair competitive environment to increase the comparability of results, and promote up groups.To sum up, the management of enterprises in the use of incentives should be people-oriented, pay attention to and strengthen the strong spirit of enterprise and development of mining resources to improve the workers compensation which the degree of non-material rewards, in the determination and implementation of policies and work rules and regulations in, and strive to embody the principle of fair and equitable.Employees should not blindly encourage unrealistic earnings expectations increase, otherwise you will enable enterprises to individual workers or groups of incentives and constraints arising from the difficulties, the effectivene of decline, more difficult.中文翻译：

如何激励每一位员工

---詹姆斯·卡梅隆

激励是人力资源管理的核心。

在企业生产经营管理中，人力资源是企业各种经济资源中具有思想、感情、最求和能动性的亦喜爱那个经济资源，也是企业这一有机体的灵魂，因此，人力资源是比其它生产经营资源更为重要的一项资源，它不仅影响和决定了企业其他生产经营经济资源的价值和使用状况，而且其本省就是企业实力几家质量的重要组成部分之一，由于人力资源在企业生产经营经济资源中的地位和作用，所以企业管理工作成效的极致或者说要达到的理想境界的目标应该是：企业内的每一个员工都能将企业的整体利益放在首位，并为企业的目标、利益甘愿贡献自己的一切。职工的这样一种思想和精神状态在宣誓中师很难以体现的，但却是企业家、管理者孜孜以求和所要挑战的极限，要趋近这样的一种状态，只有通过企业内部的有效激励。因此，企业管理工作的重中之重是人力资源管理。与传统劳动人事管理不同，现代人力资源管理的主要特征表现在“战略性”层面上：（1）在战略指导思想上，现代人力资源管理是“以人为本”的管理；（2）在战略目标上，现代人力资源管理是为了“获取竞争优势”的目标管理；（3）在战略范围上，现代人力资源管理是“全员参加”的民主管理；（4）在战略措施上，现代人力资源管理是运用“系统化科学方法和人文艺术”的权变管理。与非人力资源管理相比较，人力资源管理是通过“激励”来实现的，它是人力资源管理的核心。所谓“激励”，就是从满足人的多层次、多元化需要出发，针对不同员工设定绩效标准和奖励值，一最大限度地激发员工工作积极性和创造性去实现组织的目标。一个企业的人力资源利用效果如何，是由许多复杂因素耦合作用的结果，但其中管理的激励作用是最重要的因素之一。

人力资源不同于其他非人力资源的根本特征就是，它依附于员工的人体而存在，与员工个人须臾不可分离，其他人或组织要使用人力资源，都要经由它的天然所有这个人的“积极主动”配合才能实现。因此，人力资源管理工作能否“以人为本”，有效激发员工的积极性，最大限度地发挥员工的主观能动性和创造性，就成为决定企业生产经营绩效优劣的关键因素和企业人力资源管理成功与否的核心问题。

企业员工激励的措施。

激励对管理特别是人力资源管理的重要性自不待言。通过激励能把所有才能的、本企业所需要的人吸引过来；也可以使本企业员工最充分地发挥其才能和智慧；从而保持所从事工作的有效性和高效率。激励不仅在于能使职工安心，积极地工作，它还发挥使职工认同和接受本企业的目标和价值观，对企业产生强烈的归属感。据美国哈佛大学的教授威廉·詹姆士研究，在缺乏激励的环境中，人员的潜力只发挥出了一小部分，即20%—30%，刚刚能保住饭碗即止；而在良好的激励机制环境中，同样的人员即可发挥出潜力的80%—90%，由此可见，使每位员工始终处于良好的激励环境中是人力资源开发和管理所追求的理想状态。那么，如何才能正确有效地激发员工的时期呢？ 首先、坚持以人为本，尊重人性，树立并贯彻“以员工为中心”的管理观念。

“以人为本，尊重人性”作为现代管理理念，强调把管理的最终目的——提高企业经济效益放在人的背后，管理行为不再是冰冷冷的命令型、强制型。而是贯彻着激励、信任、关心、情感，体现着管理者对人性的高度理解和重视，管理者不能把员工视为单纯的“经济人”，以满足其生存需要

和物质利益作为管理契机，而是要注重员工的尊重，自我实现等高层次精神需求，以提供创造性的工作，鼓励个性的发挥来调动员工的积极性，在平等的引导和交流中，建立起企业的经营理念；将外部控制转化为自我控制，使每个员工自发地形成对企业的忠诚感和责任感，进而使员工的个人价值实现和企业的生存发展归为一途，如果企业不懂得以人为本，对人性缺乏基本的了解和尊重，忽视了人才的个人价值，使员工实现个人价值的需求长期得不到满足甚至压抑，就无法留住最好的人才，企业也将因此失去竞争力。为此，必须做到以下几点：

经常开展员工调查，尽可能了解员工所关心的事，尤其是与其工作相关的事，以赢得员工的支持和忠诚，并可引导员工的创新精神，吸引并留住员工，企业应致力于收集以下员工所期望的信息：工作中的公平性；组织学习；沟通；灵活性和关心度；顾客中心；信任和授权；管理的有效性；工作满意程度，被支持的充分性，被安置角色的合适性，是否感觉到有价值。

着力于员工报酬、福利、工作条件的改善以及灵活、便利性的优惠安排。企业应随着时代的变化，除了注重传统意义上的员工报酬、福利和工作条件的改善以外，还可以实施其他的优惠措施，如提供日托；在职大学学习；学费补助；缩短夏季工作时间；实施员工股票期权计划；设置远程办公岗位等等。

其次、实施全面薪酬战略，给员工以充分的激励。

所谓“全面薪酬战略”，即公司将支付给员工的薪酬分为“外在”和“内在”的两大类，两者的结合即为“全面薪酬”，“外在的薪酬”主要指为员工提供可量化的货币性价值，比如，基本工资奖金、股票期权、退休金、医疗保险等等，“内在的薪酬”则是指那些给员工提供的不能以量化的货币形式表现的各种货币价值。比如，对工作的满意度，为完成工作而提供个人便利工具，培训的机会，吸引人的公司文化，良好的人际关系，相互配合的工作环境，以及公司对个人的表彰、谢意等，外在的薪酬和内在的薪酬各自具有不同的激励功能。它们互相联系，互为补充，构成完整的薪酬体系，实践证明，由于员工对企业的期望和需求是全面的，其中既包括物质需求，又包括精神需求，因而实施“全面薪酬”战略，是员工激励的有效模式。

第三、奖励应公平、公正、杜绝奖励“大锅饭”

公平公正是激励一个基本原则。如果不公平公正，奖不当奖，罚不当罚，不仅收不到预期的效果，反而会造成许多消极后果，要铁面无私，不论亲疏，不分远近，一视同仁，以促进员工的积极性沿着好的方向良性循环，就像美国管理学界提出的奖励准则那样。只有这样做，才能增强企业的凝聚力和向心力。同时，奖励分明是从古至今人们所信奉的基本管理原则。如果把奖金当成实际上的附加工资，当成是与个人表现无关的报酬，员工就觉得这是他们应得的，而不是努力的结果，这样就不能激人上进。因此，聪明的管理者应尽一切可能把报酬和绩效表彰结合起来，把它与对事业的忠诚，对事业的奉献紧密结合起来，实际上，员工内心最不平衡的事是，自己干得好，有奉献，却与不干活的人待遇一样。这也常是员工与领导不满意的原因，要把公司奖励行为与员工利益挂钩，保障个人创造价值越高，其收益越大，并通过奖励创造公平的竞争环境，增加成绩的可比性，促进群体向上。

综上所述，企业在使用激励管理时，应以人为本，注重和强化企业内部精神极力资源的挖掘和开发，提高职工报酬当中非物质报酬的程度，在判定和落实各项政策和规章制度的工作中，力求体现公平和公正性原则。不宜盲目地助长员工预期目标收益不切实际地增加，否则就会使企业对职工个体或群体的激励措施产生困难和制约，有效性下降，难度增加。