激励模型(外文翻译)

Employee Motivation: A Powerful New Model

By Nitin Nohria, Boris Groysberg & Linda-Eling Lee 2008-08-01 How to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.

Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always compare themselves with others), and it was difficult to satisfy (we always want more).

Combination: Many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. "Driving", people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.

Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.

Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us.

This force is rooted in the "fight but fled" basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.

These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.

Reward System: "gain" the most easily through the organization of driving system of rewards. Of course, it also depends on the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.

Culture: If it meet the "combination" force among employees, cultivating strong friendship, the most effective way is to establish a promote teamwork, cooperation, open and friendly culture.

Post designing: It is satisfied with “understanding” force that it is the optimal way to design a meaningful and have fun and challenging positions.

Performance management and resource allocation process fairness, credible, transparent, performance management and resource allocation process, help satisfy people's "defensive driving".

In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole company boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.

In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.

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Talent "flow" and "left"

By Peter Cappelli 2003-05-01

For other company employees openly, it rarely occur in the past, but now it is already used the enterprise. The rapidly changing demands of the market rapidly changing constantly updated the organization. However, no one is willing to see his talent was away. Once the excellent employees leave, the enterprise will hit. If hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. Now, we have a choice: that is attractive to market-oriented strategy. This strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.

Today, many enterprises in staff loyalty are dependent on salary, but many attractive salary is a kind of mechanism. Other personnel loss can be used to reduce the method is: the post to design - the United States through the heavy UPS tedious work load from the driver package for other employee, stripping there was more to keep the driver, To cultivate employees work or specific project team loyalty, Hire skills in talent market demand is not high on the staff, The staff in the work place much temptation job-hopping, And other companies to provide staff into pairs across the company's career path. If there is no way to prevent loss of personnel, the enterprise can also use outsourcing, strengthen job, work will hire employees and standardization, cross training around the short-term organizational work, etc.

If the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are more like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.

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Let who evaluate staff

By Frederick F. Reichheld & Paul Rogers 2005-11-01

In the era of wooden, transport and the crew that recruits the appropriate command them to the same direction with traces the OARS will not be easy. In the past, the captain of the common approach is waving the whip crew. Now, in this business, enterprise how to motivate employees when?

Recently, in order to solve the problem of all kinds of organization is a constant headache, some companies began to staff’s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. These examples:

In the enterprise, the branch managers, employees want to get promotion, they belong to the service quality team to achieve or exceed the average company, or any single people could not get a promotion. This company USES the performance index called "enterprise rental company service quality index", its meaning for customer service in asking whether satisfaction, what percentage of people playing a full five points.

Applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. If managers can successfully hold the top 80% of the employee performance, it can obtain the reward. If the 20% of employees for worst performance, the managers will not be punished accordingly.

Copyright ? 2005 Harvard Business School Publishing Corporation. All rights reserved.

员工激励的“四力模型”

作者：尼廷?诺里亚，鲍里斯?格鲁斯伯格，琳达－埃琳?李

发表于：2008-08-01

如何让员工创造出最佳绩效是管理者长久以来面临的严峻挑战。近年来，神经科学、生物学、进化心理学等领域的跨学科研究告诉我们，人类具有四种基本的情感需求或驱动力，而这些驱动力正是我们一切行为的基础。实证研究表明，受到激励的员工能创造出更好的业绩。因此，管理者要想激励员工，就应该了解这些驱动力以及可以采取哪些举措来满足这些驱动力。

获取人们总是设法去获取一些稀缺的东西，以增加自己的幸福感。当这个驱动力得到满足时，我们会感到高兴；反之，则会觉得不满意。这个驱动力往往是相对的（我们总是拿自己与别人进行比较），而且是难以满足的（我们总是想得到更多）。

结合许多动物都与自己的父母、亲属或种群建立密切关系，但只有人类把这种关系扩展到了更大的群体，如组织、社团和民族。“结合”驱动力得到满足，人们就会产生热爱、关怀等强烈的积极情感；反之，则会出现孤独、愤世嫉俗等消极情感。在工作环境中，当员工为自己是组织的一员而感到自豪时，他们的激励度就会大大提高；而当组织背叛了他们时，他们就会士气低落。

理解我们都渴望了解周围的世界，于是提出各种理论去解释各种事情，并且提出合理的行动和应对措施。当事情看上去毫无意义时，我们会感到沮丧；而寻找问题答案的挑战，一般会让我们充满激情。在工作环境中，员工所做的工作如果具有挑战性，并能让他们成长和学习，他们就会受到激励；而当他们所做的工作看起来毫无价值或毫无前途时，则会士气低落。

防御在面对外来威胁时，保护自己，保护我们的财产和成就、家庭和朋友、思想和信仰，是我们的天性。这种驱动力根植于“斗不过就逃”的基本反应中，这种反应是大多数动物所共有的，但对于人类来说，它不仅表现为攻击性或防御性的行为，还表现为寻求建立一系列制度来推动正义，明确目标和意图，并且允许人们畅所欲言。这种驱动力得到满足后，人们会觉得安全和自信，否则就会产生恐惧、憎恨等强烈的消极情感。

这四个驱动力都是相互独立的，没有主次之分，也不能相互替代。要想充分激励员工，管理者就必须同时满足所有四个驱动力。事实上，每个情感驱动力都可以用不同的组织杠杆最有效地加以满足。

奖励制度“获取”驱动力最容易通过组织的奖励制度得到满足。当然，这还得看组织的奖励制度能否有效界定员工的不同表现，将奖励与绩效挂钩，以及给予最优秀的人员晋升的机会。

文化要满足“结合”驱动力，在员工之间培育强烈的同志情谊，最有效的方法就是建立一种促进团队合作、协作、开放和友谊的文化。

岗位设计满足“理解”驱动力的最佳途径是设计出有意义、有乐趣且具有挑战性的岗位。

绩效管理和资源配置流程公正、可信、透明的绩效管理和资源配置流程，有助于满足人们的“防御”驱动力。

另外，员工的直接上司对于员工激励度起着与组织政策同样重要的作用。员工虽不指望上司对公司的整体奖励制度、文化、岗位设计或管理体制施加重大影响，但他们清楚上司在自己的影响力范围内确实有一定的决定权。例如，管理者可以在表彰、认可和任务选派上，把奖励与员工表现挂钩。

管理者只有在组织的制约条件下尽最大努力满足员工的所有四个驱动力，才能最有效地提高对员工的激励效果，提升组织的业绩。

人才的“流”与“留”

彼得·卡佩利发表于：2003-05-01

公开争夺其他公司的员工，这在以前很少发生，但是现在的企业对此已是习以为常。急速变化的市场要求急速变化的组织不断更新人才。但是，没有人愿意看到自己的人才被挖走。一旦优秀员工离去，企业就会受到打击。企业如果指望借助于对薪酬方案、职业发展计划、培训项目等的修修补补，就想把自己与当今自由流动的人才市场隔绝开来，肯定徒劳无功。

现在，我们还有一种选择：那就是以市场为导向的留人策略。这种策略认为，长期地、一概而论地要求员工忠诚既不可能也无必要，企业可以通过明确需要留住哪些员工以及要留他们多久，将留人方案的重点放在留住需要的人才上去。

今天，许多企业在培养员工忠诚度时都依赖于薪酬，但薪酬只是众多留人机制中的一种。其他可以用来降低人员流失率的方法有：岗位重新设计——美国UPS公司就通过把沉重乏味的包裹装载工作从司机那里剥离给其他员工，留住了更多的司机；培养员工对特定项目或工作团队的忠诚；雇用技能在人才市场上需求不高的员工；将员工安排在跳槽诱惑不多的地点工作；和其他公司结成对子，为员工提供跨公司的职业发展道路。如果实在没有什么办法可以阻止人员流失，企业还可以利用工作外包、加强聘用工作、将工作标准化、交叉培训员工以及围绕短期项目组织工作等方法。

如果把过去留住员工的管理方法比作维护一个固定积水的水坝，那么新的管理方法则更像是疏导一条流动的河流，其目标不是要阻止河水流动，而是控制水流的方向和速度。

让谁来评估员工

作者：弗雷德里克·赖希黑尔德，保罗·罗杰斯

发表于：2005-11-01

远在木船运输的时代，人们就发现招募合适的船员并指挥他们满怀热忱地朝着同一个方向划动船桨并非易事。过去，船长常用的激励方式是挥舞鞭子抽打船员。如今，在这个商业时代，企业当如何激励员工呢？

最近，为了解决这个令各种组织头疼不已的问题，一些公司开始把员工报酬与团队绩效挂钩，让顾客和员工取代上司来评定绩效。请看如下实例：在企业租车公司，分支机构的经理以及员工要想获得晋升，他们所属团队的服务质量就必须达到或者超过公司的平均水平，否则任何单个人都不可能得到晋升。该公司所用的绩效指标称为“企业租车公司服务质量指数”，其含义为：在询问顾客对服务是否满意时，有百分之多少的人打了满分5分。

Applebee餐馆则有区别地对待员工流失率，把员工分成绩效最好的20%、绩效一般的60%和绩效最差的20%，分别计算这三者的流失率。如果经理们能够成功地留住绩效排名前80%的员工，就能得到奖励；假如绩效最差的20%员工中有人离职，经理们并不会因此而受罚。