Employee Motivation外文翻译Word格式.docx
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Employee Motivation外文翻译Word格式.docx
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EmployeeMotivation
MaterialSource:
HarvardBusinessReviewAuthor:
NitinNohria,
BorisGroysberg,
Linda-ElingLee
GETTINGPEOPLETODOTHEIRBESTWORK,evenintryingcircumstances,isoneofmanagers’mostenduringandslipperychallenges.Indeed,decipheringwhatmotivatesusashumanbeingsisacenturies-oldpuzzle.Someofhistory’smostinfluentialthinkersabouthumanbehavior–amongthemAristotle,AdamSmith,SigmundFreud,andAbrahamMaslow–havestruggledtounderstanditsnuancesandhavetaughtusatremendousamountaboutwhypeopledothethingstheydo.
Suchluminaries,however,didn’thavetheadvantageofknowledgegleanedfrommodernbrainscience.Theirtheorieswerebasedoncarefulandeducatedinvestigation,tobesure,butalsoexclusivelyondirectobservation.Imaginetryingtoinferhowacarworksbyexaminingitsmovements(starting,stopping,accelerating,turning)withoutbeingabletotakeaparttheengine.
Fortunately,newcross-disciplinaryresearchinfieldslikeneuroscience,biology,andevolutionarypsychologyhasallowedustopeekunderthehood,sotospeak–tolearnmoreaboutthehumanbrain.Oursynthesisoftheresearchsuggeststhatpeopleareguidedbyfourbasicemotionalneeds,ordrives,thataretheproductofourcommonevolutionaryheritage.AssetoutbyPaulR.LawrenceandNitinNohriantheir2002bookDriven:
HowHumanNatureShapesOurChoices,theyarethedrivestoacquire(obtainscarcegoods,includingintangiblessuchassocialstatus);
bond(formconnectionswithindividualsandgroups);
comprehend(satisfyourcuriosityandmastertheworldaroundus);
anddefend(protectagainstexternalthreatsandpromotejustice).Thesedrivesunderlieeverythingwedo.
Managersattemptingtoboostmotivationshouldtakenote.It’shardtoarguewiththeacceptedwisdom–backedbyempiricalevidence–thatamotivatedworkforcemeansbettercorporateperformance.Butwhatactions,precisely,canmanagerstaketosatisfythefourdrivesand,thereby,increasetheiremployees’overallmotivation?
Werecentlycompletedtwomajorstudiesaimedatansweringthatquestion.Inone,wesurveyed385employeesoftwoglobalbusinesses–afinancialservicesgiantandaleadingITservicesfirm.Intheother,wesurveyedemployeesfrom300Fortune500companies.Todefineoverallmotivation,wefocusedonfourcommonlymeasuredworkplaceindicatorsofit:
engagement,satisfaction,commitment,andintentiontoquit.Engagementrepresentstheenergy,effort,andinitiativeemployeesbringtotheirjobs.Satisfactionreflectstheextenttowhichtheyfeelthatthecompanymeetstheirexpectationsatworkandsatisfiesitsimplicitandexplicitcontractswiththem.Commitmentcapturestheextenttowhichemployeesengageincorporatecitizenship.Intentiontoquitisthebestproxyforemployeeturnover.
Bothstudieshowed,strikingly,thatanorganization’sabilitytomeetthefourndamentaldrivesexplains,onaverage,about60%ofemployees’varianceonmotivationalindicators(previousmodelshaveexplainedabout30%).Wealsofoundthatcertaindrivesinfluencesomemotivationalindicatorsmorethanothers.Fulfillingthedrivetobondhasthegreatesteffectonemployeecommitment,forexample,whereasmeetingthedrivetocomprehendismostcloselylinkedwithemployeeengagement.Butacompanycanbestimproveoverallmotivationalscoresbysatisfyingallfourdrivesinconcert.Thewholeismorethanthesumofitsparts;
apoorshowingononedrivesubstantiallydiminishestheimpactofhighscoresontheotherthree.
Whenitcomestopracticalimplicationsformanagers,theconsequencesofneglectinganyparticulardriveareclear.BobNardelli’slacklusterperformanceatHomeDepot,forinstance,canbeexplainedinpartbyhisrelentlessfocusonthedrivetoacquireattheexpenseofotherdrives.Byemphasizingindividualandstoreperformance,hesquelchedthespiritofcamaraderieamongemployees(theirdrivetobond)andtheirdedicationtotechnicalexpertise(amanifestationoftheneedtocomprehendanddomeaningfulwork).Healsocreated,aswidelyreported,ahostileenvironmentthatinterferedwiththedrivetodefend:
Employeesnolongerfelttheywerebeingtreatedjustly.WhenNardellileftthecompany,HomeDepot’sstockpricewasessentiallynobetterthanwhenhehadarrivedsixyearsearlier.MeanwhileLowe’s,adirectcompetitor,gainedgroundbytakingaholisticapproachtosatisfyingemployees’emotionalneedsthroughitsrewardsystem,culture,managementsystems,anddesignofjobs.
Anorganizationasawholeclearlyhastoattendtothefourfundamentalemotionaldrives,butsomustindividualmanagers.Theymayberestrictedbyorganizationalnorms,butemployeesarecleverenoughtoknowthattheirimmediatesuperiorshavesomewiggleroom.Infact,ourresearchshowsthatindividualmanagersinfluenceoverallmotivationasmuchasanyorganizationalpolicydoes.Inthisarticlewe’lllookmorecloselyatthedriversofemployeemotivation,theleversmanagerscanpulltoaddressthem,andthe“local”strategiesthatcanboostmotivationdespiteorganizationalconstraints.
TheFourDrivesThatUnderlieMotivation
Becausethefourdrivesarehardwiredintoourbrains,thedegreetowhichtheyaresatisfieddirectlyaffectsouremotionsand,byextension,ourbehavior.Let’slookathoweachoneoperates.
1.Thedrivetoacquire.Wearealldriventoacquirescarcegoodsthatbolsteroursenseofwell-being.Weexperiencedelightwhenthisdriveisfulfilled,discontentmentwhenitisthwarted.Thisphenomenonappliesnotonlytophysicalgoodslikefood,clothing,housing,andmoney,butalsotoexperiencesliketravelandentertainment–nottomentioneventsthatimprovesocialstatus,suchasbeingpromotedandgettingacornerofficeoraplaceonthecorporateboard.Thedrivetoacquiretendstoberelative(wealwayscomparewhatwehavewithwhatotherspossess)andinsatiable(wealwayswantmore).Thatexplainswhypeoplealwayscarenotjustabouttheirowncompensationpackagesbutaboutothers’aswell.Italsoilluminateswhysalarycapsarehardtoimpose.
2.Thedrivetobond.Manyanimalsbondwiththeirparents,kinshipgroup,ortribe,butonlyhumansextendthatconnectiontolargercollectivessuchasorganizations,associations,andnations.Thedrivetobond,whenmet,isassociatedwithstrongpositiveemotionslikeloveandcaringand,whennot,withnegativeoneslikelonelinessandanomie.Atwork,thedrivetobondaccountsfortheenormousboostinmotivationwhenemployeesfeelproudofbelongingtotheorganizationandfortheirlossofmoralewhentheinstitutionbetraysthem.Italsoexplainswhyemployeesfindithardtobreakoutofdivisionalorfunctionalsilos:
Peoplebecomeattachedtotheirclosestcohorts.Butit’struethattheabilitytoformattachmentstolargercollectivessometimesleadsemployeestocaremoreabouttheorganizationthanabouttheirlocalgroupwithinit.
3.Thedrivetocomprehend.Wewantverymuchtomakesenseoftheworldaroundus,toproducetheoriesandaccounts–scientific,religious,andcultural–thatmakeeventscomprehensibleandsuggestreasonableactionsandresponses.Wearefrustratedwhenthingsseemsenseless,andweareinvigorated,typically,bythechallengeofworkingoutanswers.Intheworkplace,thedrivetocomprehendaccountsforthedesiretomakeameaningfulcontribution.Employeesaremotivatedbyjobsthatchallengethemandenablethemtogrowandlearn,andtheyaredemoralizedbythosethatseemtobemonotonousortoleadtoadeadend.Talentedemployeeswhofeeltrappedoftenleavetheircompaniestofindnewchallengeselsewhere.
4.Thedriveto.defend.Weallnaturallydefendourselves,ourpropertyandaccomplishments,ourfamilyandfriends,andourideasandbeliefsagainstexternalthreats.Thisdriveisrootedinthebasicfight-or-flightresponsecommontomostanimals.Inhumans,itmanifestsitselfnotjustasaggressiveordefensivebehavior,butalsoasaquesttocreateinstitutionsthatpromotejustice,thathavecleargoalsandintentions,andthatallowpeopletoexpresstheirideasandopinions.Fulfillingthedrivetodefendleadstofeelingsofsecurityandconfidence;
notfulfillingitproducesstrongnegativeemotionslikefearandresentment.Thedrivetodefendtellsusalotaboutpeople’sresistancetochange;
it’sonereasonemployeescanbedevastatedbytheprospectofamergeroracquisition–anespeciallysignificantchange–evenifthedealrepresentstheonlyhopeforanorganization’ssurvival.So,forexample,onedayyoumightbetoldyou’reahighperformerandindispensabletothecompany’ssuccess,andthenextthatyoumaybeletgoowingtoarestructuring–adirectchallenge,initscapriciousness,toyourdrivetodefend.Littlewonderthatheadhunterssofrequentlytargetemployeesduringsuchtransitions,whentheyknowthatpeoplefeelvulnerableandatthemercyofmanagerswhoseemtobemakingarbitrarypersonneldecisions.
Eachofthefourdriveswehavedescribedisindependent;
theycannotbeorderedhierarchicallyorsubstitutedoneforanother.Youcan’tjustpayyouremployeesalotandhopethey’llfeelenthusiasticabouttheirworkinanorganizationwherebondingisnotfostered,orworkseemsmeaningless,orpeoplefeeldefenseless.Norisitenoughtohelppeoplebondasatight-knitteamwhentheyareunderpaidortoilingawayatdeathlyboringjobs.Youcancertainlygetpeopletoworkundersuchcircumstances–theymayneedthemoneyorhavenoothercurrentprospects–butyouwon’tgetthemostoutofthem,andyourisklosingthemaltogetherwhenabetterdealcomesalong.Tofullymotivateyoure
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