【正文】 最優(yōu)秀和最有趣的 動(dòng)機(jī)，我們希望它們現(xiàn)在和以后也能激勵(lì)大家。工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) 英語(yǔ)論文 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) 目 錄 1 緒論 1 2 激勵(lì)的理論 2 3 企業(yè)文化 3 一對(duì)一管理 3 從所有的細(xì)節(jié)上激勵(lì) 4 4 要發(fā)掘員工潛力 6 騰出時(shí)間積極承認(rèn)員工的能力 6 確定如何運(yùn)用現(xiàn)有的優(yōu)勢(shì) 6 問(wèn)問(wèn)員喜歡什么 7 協(xié)調(diào)工作 7 從歷史角度找線索 7 找出他們當(dāng)前的弱點(diǎn) 7 容許雇員試做一個(gè)新的角色 7 5 非現(xiàn)金獎(jiǎng)勵(lì) 9 賦予貼心的禮品 9 送一份發(fā)自內(nèi)心的禮物 9 賦予員工時(shí)間的禮物 9 給予精神的鼓舞 9 使節(jié)日的愿望成真 9 幫助職員解決假日匆促 10 制作有雇員的名字卡片 10 鼓勵(lì)要適應(yīng)所有的后代需求 10 把握成熟勞動(dòng)者需要的激勵(lì) 10 把握嬰兒潮出生的人們的想法 10 把握 X 一代出生的人們的想法 11 把握 y 一代人們的想法 12 挑戰(zhàn) 12 譯文原文 13 1 緒論 當(dāng)你想想看 , 你會(huì)發(fā)現(xiàn)你的生意任何成功的面 ,幾乎總是可以追溯到有動(dòng)機(jī)的員工。但你可歸結(jié)員工激勵(lì)的一個(gè)基本理念 找出你的員工都希望的到的東西，找到正確的方式給他們。作為基本或低層 次的需求得到滿足 ,高層次需求就會(huì)成為行動(dòng)。組織在這層次上就要實(shí)行有利于保障員工的的福利。 第五層次自我實(shí)現(xiàn)的需要是渴望自我實(shí)現(xiàn)和實(shí)現(xiàn)個(gè)人的全部潛力。 “我在對(duì)進(jìn)行雇員 30 天的審查 ,并提出具體的關(guān)于他們愛好和興趣問(wèn)題”。 集團(tuán)總裁諾瓦克認(rèn)為：實(shí)行“一對(duì)一管理”，雇員就不會(huì)被各種壓力壓得透不過(guò)氣來(lái)而帶有情緒的去對(duì)待顧客 ,這樣顧客才會(huì)更加的支持他們公司。幾乎立即地，程序師離開他們的小臥室而且直接到她的廚房。這種轉(zhuǎn)變已經(jīng)深刻地改變了他和他的員工相互關(guān)系。 他回憶說(shuō)：“在公司發(fā)展擴(kuò)大的不知不覺間，情況正在發(fā)生變化 ,當(dāng)一名雇員核定繳納承包 5 個(gè)工廠上網(wǎng)的費(fèi)用， 然后每個(gè)月發(fā)現(xiàn)均有上升，原因在哪里 ? 那就是員工在工作日下載 MP3 檔案 ,聽音樂。“我想建立勞動(dòng)氛圍是使他們感到更多的是公司 的士氣，員工們都能獨(dú)自完成任務(wù) ”他說(shuō) . 非張貼在辦公室，麥克勞林將任務(wù)與雇員的名字 ,誰(shuí)負(fù)責(zé)他們?cè)诠緝?nèi)聯(lián)網(wǎng)和審計(jì)等分成若干項(xiàng)任務(wù)，有八項(xiàng)任務(wù) :廚房?jī)?nèi)的食物和飲料管理 ,清潔和籌辦菜肴，保持供應(yīng)立柜 ,分揀和分發(fā)郵件 ,整理廚房 ,監(jiān)督接待區(qū) , 安排和設(shè)置小吃休息 ,并擔(dān)任監(jiān)察員。這種對(duì)表現(xiàn)的評(píng)語(yǔ) ,過(guò)分側(cè)重于找出業(yè)績(jī)不佳或軟弱其實(shí)在很大程度上妨礙了員工發(fā)展為職業(yè)明星的潛力。善于激勵(lì)你的員工，哪怕他以前只是一個(gè)接待員，他也可以是一個(gè)理想的項(xiàng)目經(jīng)理。有針對(duì)性的獎(jiǎng)勵(lì)和個(gè)性化的 激勵(lì)有益于整個(gè)團(tuán)隊(duì)的成功。 容許雇員試做一個(gè)新的角色 或許你會(huì)看到員工在其特定的作用內(nèi)表現(xiàn)一般 ,但是，在其他方面，他會(huì)表現(xiàn)出色 . 考慮實(shí)行一個(gè)小型的實(shí)習(xí) , 所有雇員一同工作十幾天 ,了解企業(yè)的角色和責(zé)任。 賦予貼心的禮品 當(dāng)雇員需要假日休息的機(jī)會(huì) , 為什么不鼓勵(lì)管理人員代替他們一個(gè)小時(shí)或一天 ? 除了作為一個(gè)漂亮的姿 態(tài) ,這可以讓管理者更加清楚地了解自己?jiǎn)T工的工作 , 使他們能夠在新的一年更好地監(jiān)督員工的工作 。我們自己也可以重新油漆住所 ,買新家具或設(shè)計(jì)有新突破的空間，這樣我們會(huì)更有精神參加工作。你體貼的管理風(fēng)格會(huì)提高員工的動(dòng)機(jī)、公司生產(chǎn)力和利潤(rùn)。我們要把握這些人的價(jià)值觀念。因此，雇主要注意培訓(xùn)，緊跟他們的成長(zhǎng)速度與經(jīng)濟(jì)的發(fā)展速度，特別是在技術(shù)領(lǐng)域 ,是一項(xiàng) 巨大的挑戰(zhàn)。 （ 2）技能發(fā)展。這一代的雇員，雇主要平衡他們的個(gè)性。s Hierarchy of Needs identifies five levels of needs, which are best seen as a hierarchy with the most basic need emerging first and the most sophisticated need last. People move up the hierarchy one level at a time. Gratified needs lose their strength and the next level of needs is activated. As basic or lowerlevel needs are satisfied, higherlevel needs bee operative. A satisfied need is not a motivator. The most powerful employee need is the one that has not been satisfied. Abraham Maslow first presented the fivetier hierarchy in 1942 to a psychoanalytic society and published it in 1954 in Motivation and Personality (New York: Harper and Row). Level I Physiological needs are the most basic human needs. They include food, water, and fort. The anization helps to satisfy employees39。 30day reviews and ask specific questions about hobbies and interests for each member of their families, says Connor, who has, among other things, arranged for a staffer to fly on an F17 bomber. I ask about the spouse, children, and even pets, so that if an event occurs that I know has been a drain on the family, I can do something special just for the spouse or kids. Connor updates her profiles over time with information and insights gleaned from routine interaction, so we are prepared to do things that are very timely for their current interests or (CRM). But in a new twist, TPC and panies like it are taking that concept and focusing it on their own employees. If describing such practices as onetoone management constitutes buzzphrase hijacking, at least the term39。seye impact as target marketing. Target marketing aims to provide the appropriate products and services to people with specific needs, explains one software pany39。 needs are known, sometimes anticipated, and served in CRMfocused anizations. What follows is a look at the rules by which onetoonemanagement panies operate[2]. It39。t taking responsibility for their actions and for the ways in which those actions affected the pany39。 Strategy Officer at Ivy Sea, Inc. in San Francisco, CA. 5 NonCash Incentives Winter Holiday Rewards The hectic winter holiday season is the time to show off a wellthoughtout reward strategy that helps yourworkforce stay motivated and focused. Holiday rewards aren39。 names Ask employees to identify their favorite causes so that you can personalize the effort[4]. Incentives for All Generations Incentives play an important role in motivating, rewarding, and energizing employees. One size fits all plans do not suit today39。 families telling about recent acplishments and how much they mean to the pany. Throw a party for employees39。s kindergarten class. There he saw how the teacher divided the cleanup tasks among the children by posting a 工商管理外文參考文獻(xiàn)譯文及原文和參考文獻(xiàn) rotating chore wheel. McLaughlin thought the wheel was just the thing to clean up the mess and teach his employees a little corporate responsibility. But he also wanted to institute something that would help improve camaraderie. That39。s so remarkable about the staff of a developer of securitiestrading software with $13 million in revenues taking daily milkandcookies breaks? Not much until you consider that the practice is part of a cultural shift engineered by the CEO, a shift that has profoundly changed the way he and his employees relate to one another. Perhaps more significant, the changes have affected how employees deal with the myriad little details that keep the sixyearold pany grounded. Eze39。t want or need them. Even in a fitful economy panies should consider moving beyond cafeteriastyle benefits to something approaching valetstyle benefits, suggests John Izzo, coauthor of Values Shift: The New Work Ethic and What It Means for Business. The available pool of really good people is eventually going to turn into a puddle, he says. And when it does, we39。s how they39。 esteem needs by matching the skills and abilities of the employee to the job. The supervisor can help fulfill esteem needs by showing workers that their work is appreciated. Level V Selfactualization needs are the desires for selffulfillment and the realization of the individual39。公司為了