企业员工激励案例研究外文文献翻译.docx
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企业员工激励案例研究外文文献翻译.docx
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企业员工激励案例研究外文文献翻译
毕业设计(论文)外文翻译
外文题目:
EMPLOYEEMOTIVATIONINTHECOMPANY.STUDYCASE
译文题目:
企业员工激励.案例研究
文献出处:
《TheAnnalsofThe"ŞtefancelMare"UniversityofSuceava》,
2010
外文作者:
CristianValentinHAPENCIUC,Andrei-AlexandruMOROŞAN
字数统计:
英文2105单词,11151字符;中文3612汉字
外文文献:
EMPLOYEEMOTIVATIONINTHECOMPANY.STUDYCASE
Abstract
Afirm’sperformanceisinadirectlinkwiththeresourcesitinvolves,namelymaterial,financialandhumanresources.Ifinthecaseofthematerialandfinancialresourcesthediagnosisandimprovementprocessesarerelativelysimple,thehumanresourcesimplymorecomplexissues.Thefirstconditionforafirmtoobtainperformance(intermsofhumanresources)isrecruitingstaffwithappropriatequalifications.Butconformingtothiscriteriondoesnotleadautomaticallytotheeliminationofhumanresourcesissues.Currently,thevastmajorityoffirmsemployqualifiedpersonnelwithexperienceinthefield,yetmanyofthemrecordaninadequateperformanceinhumanresources.Thisisduetostaffmotivation.Inadditiontoemployingqualifiedpersonnelwithexperienceitisnecessarythatitbemotivatedadequately.Butmotivationcanbeachievedthroughavarietyofforms,salarybonusesandbenefitssuchascellphones,cars,productsatpromotionalprices,programflexibilityandmore,allhavingadifferentimpact.
Thisarticleexplorestheeffectivenessofvariousmanifestationsofmotivation,tryingtodetermineitsoptimumstructure.Forthispurposeananalysiswasmadeofafirmthatobtainedasignificantimprovementinperformance,whilemaintainingmaterialandfinancialresourcesconstant.Thecompanyappliesmanywaystomotivatestaff,soitwaspossibletoanalyzetheimpactofeachone.Followingthisanalysisanindicativehierarchyofmotivationalmethodswascreated.Theresultsofthisstudycanbeusedandadaptedinanycompaniesthatwanttoimprovethequalityoftheirhumanresources.
Keywords:
humanresources,motivationalmethods,personnel,motivation,motivationstructure
INTRODUCTION
Motivationisdefinedastheactionoforientingonesbehaviortoaspecificgoal.
Therearealotoftheoriesthattrytoexplain,howandwhymotivationfunctionasisdoes.Thesimplestexplicationofhowmotivationfunctionsis“theneedtominimizephysicalpainandmaximizepleasure”,therearealotofneedsthatmayactasamotivator(e.g.eating,resting,oradesiredobject,hobby,goal,stateofbeing,ideal).Othertheoriesattributemotivationtoless-apparentreasonssuchasaltruism,selfishness,morality,oravoidingmortality.(SeligmanM,1995)
INCENTIVETHEORY
Thistheoryisoneoftheoldest,anditstatesthatpresentingareward(tangibleorintangible)aftertheoccurrenceofacertainactionwillcausethebehaviortooccuragain.Thetheoryisbasedonthefactthatthesubjectsmindwillassociateapositivemeaningtothebehavior.(MaslowA.,1970).
Thetimepassedsincetheoccurrenceoftheactionandthemomentwhenthesubjectispresentedwiththerewardisalsoveryimportant,ithasbeenshownthatforshotperiodstheimpactisgreaterthanforlongerones.Ifthiscycleofaction–rewardisrepeateditispossibletoconvertthatactionintoahabit.(Goldthorpe,J.H.andothers,1968)
Thistheorydepictsmotivationasaverysimpleprocess,butinrealitytherearealotoffactorsthatinfluenceit.Therearealotofmotivationaltechniquesanditishardtodecidewhichoneistheoptimumforagivensituation.(KerrS.,1995)
EMPLOYEEMOTIVATION
Oneofthemostimportantusesofmotivationisinacompany.Organizationsemployworkerstoperformcertaintasks;theseworkersneedtobemotivatedinordertoperformtheirtaskswithmaximumproductivity.Thetraditionalmotivatorforaworkerishissalary,butinmanycasesthatisn`tenough.Companiesusealotinnovatingtacticstokeeptheirproductivityatamaximumlevel.Someofthemimplymaterialrewards,othersimplypsychologicalmotivators.(Weightman,J.,2008)
Analyzingfromtheperspectiveofthemotivationalfactorwecanspeakoftwo
typesofmotivation:
•Intrinsicmotivationisgeneratedbyafactorthatcomesfromwithinthesubject(beliefs,feelingthatwhathedoesisimportant,modality,theperspectiveoflearningsomethingnew).
•Extrinsicmotivationisgeneratedbyafactorthatcomesfromtheexterior(e.g.salary,materialrewards,goodreviews).(Lepper,M.R.andothers,1973)
AveryimportanttheoryinthefieldofmotivationisMaslow`spyramid.InhisworkMaslowhascreatedahierarchyofneedsfeltbyanindividual(MaslowA.,1970).AtthebaseofhispyramidMaslowputphysiologicalneeds;foranindividualfoundundertheirconstraintmoneyisaperfectmotivator.ButaftertheseneedaresatisfiedtheindividualwilladvanceonMaslow`shierarchyandhisneedswillchange,thisimpliesthefactthatthemotivatorwillchangeaswell(Goldthorpe,J.H.andothers1968).AthigherlevelsofMaslow`spyramid,areplacedneedsthataresatisfiedwithpraise,respect,recognitionandempowerment,moneyhavingasmallimpact.(Steinmetz,L.,1983).
EXPERIMENTS
Giventheextremelyimportantfunctionsplayedbymotivationanditscomplexity,overtimetherehavebeenalotofresearchesandexperiments.OneoftheseexperimentswasmadebySamGluxberg.Gruxbergdeterminedfromthisexperimentthatextrinsicmotivations(suchasmaterialrewards),putpressureonindividuals,havingnegativeeffectsoncreativity.Fortaskswhosesolutionisobviousextrinsicmotivationsareworkingastheyshouldincreasingperformance,butfortaskswhosesolutionismorecomplex,extrinsicmotivationbackfires,havingnegativeeffectsonperformance.
GivenGluxbergconclusionsin2005ateamofresearchersfromMassachusettsInstituteofTechnology,ledbyD.Arilyconductedasimilarexperiment.TheMITresearchersconclusionsweresimilar.Someresearcherssuggestedmovingtheexperimenttoanothercountry,wherethestandardoflivingwouldbelower,thissuggestionbeingmadeonthebasisthattheU.S.standardoflivingisquitehighand
extrinsicmotivations(suchasmaterialrewards)havelostsomeoftheireffect.Asa
resultasetofresearchwasconductedinIndia,acountrywithalowlivingstandardandasumofmoneywhichisirrelevanttoanAmerican,issignificantforanIndian.InIndiatheresultsoftheexperimentwereidenticaltothoseintheU.S..Thereforeitisnotaquestionoflivingstandards.Theconclusionofthetwoexperimentsisthatifthetaskiscomplexthemotivationusesmustbeintrinsic(withintheemployee)andifthetaskissimplethemotivationusesmustbeextrinsic.Butthisconclusionislackingapplicability.Itishardtobelievethatanemployeeoperatingonlyonintrinsicmotivationwillperformtasksintheinterestoacompanyforaperiodoftime.InordertoprovethispointofviewwetakealookatMalov`stheory.
AccordingtoMaslow'spyramidindividualswillbemotivatedinthefirstphaseofbasicneeds(needssuchasfood,clothing,security),thoseonthefirsttwolevelsofhispyramid.Onlyafterthesetwoneedswillbesatisfiedtheycanadvance.Inanattempttomeetthesetwobasicneeds,individualswillbeattractedtoextrinsicmotivations.Later,aftersatisfyingthefirsttwolevels,theywilladvance.Onlyinthissecondphasetheywillpresentagreateropennesstointrinsicmotivation.Itisworthmentioningthatinthissecondphasetheywillhavetomaintainthefirsttwoneedsatanoptimumlevelofsatisfaction,thereforetheywillmaintainacertainsensibilitytoextrinsicmotivation(MaslowA.,1970).Gluxbergusedintheexperimentsubjects,whomostlikelyhadpastthefirstthreelevelsofthepyramid,thereforetheywerenotaffectedbystrongconstraintssuchaslackoffoodorsecurity.
Ifweweretosuperposethetwotheories,thatofMaslowandGluxbergwegetamorecomplexscenario,whichwouldbemorerealistic.Individualsinthefirstphasewillbeverysensitivetoextrinsicmotivations,oncetheseneedsonthefirstlevelofMaslow'spyramidaremet,theirsensitivitywillchangetointrinsicmotivation(thissensitivitywillvaryindirectproportiontothelevelattainedinthehierarchicalpyramid).Butafterthisshift,thesensitivityforintrinsicmotivationwillvarydependingonthecomplexityoftasksindividualshavetoperform.Agraphicalrepresentationisdepictedingraph1andgraph2.
Also,an
employee
cancarry
outactivitieswitha
mediumorhighlevelof
creativityonlywhenhis
needsare
locatedatleastatthethirdlevel(orhigher)on
Maslow'spyramid.Inthemotivationprocessitisveryimportanttotakeintoaccount
the
specificworkundertaken.Employeesare
extrinsicallymotivated(rewards)
and
forthosecarryingoutacomplextaskwhichrequirescognitiveandcreativefunctions
itisrecommendedtheuseofintrinsicmotivation,extrinsicshowingmultiple
limitations.Gluxberg'sconclusionisabitnaiveandinappropriate
application
(for
cognitiveandcreativeactivitiestorelatetointrinsicmotivation,extrinsiconeshaving
anegativeeffect),butcombinedwithMaslow'stheory,ittakesonanewdimension
thatcanhavegreatpracticalutility.
STUDYCASE
Todemonstratethefunctionalityoftheaboveprinciples,weconductedastudy
onacompanywith60
employees.
Wechose
acompanythathas
twodivisions:
automotiveservice(35staff)andanautosales(25employees),thechoicewasbased
ontheconsiderationthattheservicedivisionperformstasksdoesnotrequiremuch
cognitiveand
creativefunctions(vehiclediagn
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