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外文文献原文+译文原文The research of enterprise core staff incentiveMarkus HAbstractEconomic globalization gradually, the modern enterprise is facing more and more fierce market competition, the competition is the core of enterprise talent competition. As the employees of the enterprise, the core employees because of their master professional skills, in the management, controlling and utilizing the dominant position of other resources, become the key to gain a competitive edge. And how to effectively motivate the core staff, to cope with the increasingly fierce external competition has become a modern enterprise is facing a big problem.Key words: Enterprise core staff; Incentives; The psychological contract1 IntroductionIn the global competition of the knowledge economy era, the enterprise's survival and the sustainable growth depends fundamentally on enterprise's competitive advantage, and the modern enterprise's human resources is its unique value, scarcity and difficult to imitation characteristics become an important part of enterprise core competitiveness. The core employees as the owner of the key knowledge and skills, is a major creator of enterprise value, is also the source of enterprise gain competitive advantage. The effect of the core staff can be fully play to a large extent determines the rise and fall success or failure of the enterprise, and how to effective incentive is the core staff is the enterprise human resources management must be part of the work. In the increasingly fierce war for talent in the new economic era, the world within the scope of the enterprise are facing an important and headaches, namely core staffs loss problem. How to establish and perfect the policy system of favorable to arousing the initiative of enterprise core staff, retain and use good enterprise core staff, fully tap the potential construction enterprise own core competitiveness, is a need to actively explore and strive to solve the problem.2 Literature reviewScholars have the general research of enterprise employees incentive is more, and the study of enterprise core staff incentive is relatively small, they in this aspect research focus mainly on how to retain core employees, scholars to business success in keeping key employees are studied on the basis of the fact, puts forward some practical methods and countermeasures. Management guru Peter ducker put knowledge staff is defined as: "those who master and use symbols and concepts, use knowledge or information to the people who work". He describes the characteristics of knowledge workers in two ways: first, they may be due to bad mood productivity. Second, they are not employees but volunteers, although they also get the corresponding reward. He pointed out that the main cause of knowledge worker productivity is low is failed to define knowledge worker's own work. Education is the responsibility of knowledge workers, and others in the enterprise into a Learning organization, Learning organization) first before going to be a type of Teaching organization (would organization).Knowledge workers have to clear the information he needed. Therefore, must be the same as volunteers rather than employees to manage them. Although the core staff and knowledge workers are not the same concept, but there are many commonalities between the two. David Park and Scott a. spell from the perspective of enterprise development strategy, a combination of transaction cost economics theory, human capital theory and strategic management theory, human capital in the enterprise employment model on the basis of core employees has been studied. They think: human capital is the key of enterprise competitive advantage resources, and the core of the enterprise staff in the organization's unique technology, is to organize the source of competitive advantage. Lose loss of core staff will lead to organization capital, and increase the inside of the core staff employed to enhance the value of organizational creativity. Therefore, the organization should pay attention to cultivating the core staff loyalty, by increasing the investment in this part of the employees, allowing them to participate in decision-making and motivation to contribute to the organization.And scholars mainly from the core staff loss such as Bevan losses to the enterprise, the reasons of the loss of core staff, and retain the core staff and theenterprise strategy and so on were studied. They put forward the core employee retention strategy mainly includes: provide training and development opportunities for the core staff improve the manager's management style, flexibility, let the core employees in company profits, etc. Cloth lanham that retain the core staff strategy focused on four key points: first, as people are willing to work for the company. Second, we should choose good talent. Third, let employees have a good start. Fourth, use methods such as guidance and rewards to keep staff loyalty. He also provides many excels in human resources management of the company's actual case studies, such as HP, Cisco and star bucks, lists many of these companies specific incentives, for many managers in keeping enterprise core talents provides certain help and reference. Beverly kay and Sharon Jordan stressed that retain the core staff refers to not only stop the outflow, at the same time to make them more "into" and "work". He pointed out that in addition to a reasonable remuneration, in reality the core employees also expect a challenging and meaningful work, learning and development opportunities, friendly colleagues, hope to get recognition and respect, still hope to have a good manager can affect these aspects. In addition, he also for managers and human resource workers put forward the strategy of the 26 effective to retain core employees. Knowledge management expert Dr Han tan's core staff incentive factors is proposed. Motivate the core staff, he thought, the first four factors are: personal growth 43%, 13% work independent, business achievement of 5%, 7% money wealth. So on the core staff incentive, not with money is given priority to, and should be given priority to with development and growth. Axe, a world famous management consulting co., LTD cooperate with Australian institute of management research after three years of research, for Australia, the United States, Japan's industries, 858 employees (including 160 knowledge workers) listed after analyzing the knowledge staff incentive factors.3 Related theories3.1 Enterprise core staffAt the university of Maryland and David Scott from the perspective of enterprise development strategy, the theory of transaction cost economics theory, human capitaland strategic management theory, put forward to build organizational strategic mixed employment model of human capital theory of human capital. The human capital in the organization can accord the value of "human capital" and "the uniqueness of human capital" dual dimension is divided into four types. Among them, the human capital has the high value and is unique staff can be called the core staff.The core employees of enterprises can be roughly divided into three categories: the first category, the core staff with professional skills, this kind of core employees mainly owns a business or professional skills in the field of talent on one hand, its working relationship with the normal operation of the enterprise. The second category, the core staff with a broad range of external relations, this type of employees needed to have the business relationship with extensive external resources, is the enterprise bridge of communication with outside organizations, such as sales of key personnel and business personnel, enterprises need through their access to the required resources and product output. Third class, has the core staff management skills, this kind of staff is mainly to help enterprises to resist risk management, save administrative costs, its performance is closely related to the development of the enterprise quality. Of course, the enterprise managers in determining the enterprise core staff, the company should pay attention to combining with the specific development status and trend of the enterprise external environment and attention should be paid to the determination of core employees should be along with the development of the enterprise and the market changes constantly, dynamic adjustment and optimization.3.2 Incentive theoryMotivation is a general term, is widely used for driving force, wishes, needs, wishes and similar forces of the whole class. In management, incentives is by some means or methods for organization members in a state of excitement and tension, positive action, and pay more time and energy, to achieve the organization's desired goal. Since the beginning of the 20th century, many management scientists, psychologists and sociologists have been studied from different angles on people implement effective incentive problems, and put forward many good incentive theory. According to the core of the incentive problem research, can reduce incentive theoryand divided into content motivation theory, process motivation theory, strengthening the incentive theory and comprehensive incentive theory etc.3.3 The psychological contract theoryPsychological Contract (The Psychological Contract) and been translated into The Psychological Contract, The current in The field of psychology research there are a lot of different understanding and explanation, has not yet formed a very authoritative and unified concept. Levinson regarded the concept of "psychological contract" as a kind of no written contract. According to Levinson's point of view, "psychological contract" relations between the employers and employees in the organization and the employee agree beforehand good implicit didn't say it to each other with their respective various expectations. Some expectations in consciousness clear (such as wages), and some expectation on the consciousness is vague, such as long-term expectations of promotion, etc.Famous American management psychologist cover (e. h. Stein) professor, psychological contract is "between the individual will be dedicated and desires to obtain, and the organization for personal expectations and provide a kind of coordination with the". It is not a tangible contract, but it does play a tangible contract again. Robinson (Robinson), and other people will be psychological contract is defined as between individuals and organizations, a certain period of time, certain circumstances a personal belief within the scope of the mutual expectations. That is to say, in the research of psychological contract is an expect of each other between people and organizations, as well as in different periods and different situations exist specifically belongs to the expectations of the faith, emphasizes the psychological contract is a kind of two levels of the each other between individuals and organizations. Above all, "psychological contract" to each other in the employment of the parties shall employ what should be a kind of subjective psychological agreement at the same time, the key components of convention is to employ the implicit unwritten mutual responsibility. This article USES the concept of "psychological contract", emphasizes the psychological contract of employees, namely from the perspective of employees unilateral responsibility and the responsibility of theemployees of the organization.文献出处：Markus H. The research of enterprise core staff incentive [J]. Across the Disciplines, 2016, 4(3):31-41.译文企业核心员工激励研究Markus H摘要经济全球化进程逐步推进，现代企业面临着越来越激烈的市场竞争，而竞争的核心是企业人才实力的竞争。

员工激励的著作文献

员工激励的著作文献英文回答：The Significance of Employee Motivation in the Workplace.Employee motivation plays a crucial role in shaping the success of an organization. It directly impacts employee productivity, engagement, and retention, which in turn influences the overall organizational performance. Various theories and models have been developed over the years to understand and enhance employee motivation. Here are some notable works that have significantly contributed to this field of study:1. Maslow's Hierarchy of Needs: Proposed by psychologist Abraham Maslow, this theory suggests that human needs follow a hierarchical order, from basic physiological needs to self-actualization. As individuals fulfill their lower-level needs, they become motivated topursue higher-level ones.2. Herzberg's Two-Factor Theory: Psychologist Frederick Herzberg distinguished between hygiene factors (related to job dissatisfaction) and motivators (related to job satisfaction). Hygiene factors include salary, working conditions, and company policies, while motivators encompass achievement, recognition, and personal growth.3. Vroom's Expectancy Theory: Developed by Victor Vroom, this theory posits that motivation is influenced by an individual's beliefs about the relationship between effort, performance, and rewards. When employees perceive a clear link between their efforts and desired outcomes, they are more likely to be motivated.4. Equity Theory: Proposed by J. Stacey Adams, this theory suggests that employees are motivated to maintain a fair balance between their inputs (effort, skills, experience) and outcomes (rewards, recognition). Employees who perceive inequity may experience dissatisfaction and reduced motivation.5. Goal-Setting Theory: This theory emphasizes the importance of setting specific, challenging, and achievable goals. When employees have clear goals and feedback ontheir progress, they are more likely to be motivated and engaged in their work.6. Reinforcement Theory: Based on principles of operant conditioning, this theory states that positive reinforcement (rewards) and negative reinforcement (avoiding punishments) can shape behavior. Managers can use reinforcement techniques to encourage desired behaviors and increase employee motivation.7. Self-Determination Theory: Developed by Edward Deci and Richard Ryan, this theory focuses on the intrinsic motivation that arises from satisfying the needs for competence, autonomy, and relatedness. When these needs are fulfilled, employees experience greater motivation andwell-being.中文回答：员工激励著作文献。

员工激励问题及对策外文翻译文献

员工激励问题及对策外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Research direction: staff motivation problems andCountermeasures1. IntroductionAs recognized in the law (e.g., the Sarbanes-Oxley Act of 2002), professional risk frame-works (Committee of Sponsoring Organizations of the Treadway Commission [COSO] 1992,2004), auditing standards (American Institute of Certiﬁed Public Accountants [AICPA]2007; Public Company Accounting Oversight Board [PCAOB] 2007), accounting textbooks(Reding et al. 2007; Romney and Steinbart 2009), and management best practices (Merchantand Vander Stede 2007), formal controls serve a vital role in safeguarding a company’s operational processes, information, and assets and in providing reasonable assurance regard-ing the reliability of ﬁnanc ial reporting. Although critical to a company’s success, relatively little is understood about how and why speciﬁc types of formal control are effective.Prior research in accounting and economics examines how formal controls inﬂuence employee behavior,often ﬁnding that formal controls can have negative consequences,such as lower employee effort and ﬁrm proﬁt. Recently, research has begun to focus on how employees’ response to formal controls can be inﬂuenced by speciﬁc aspects of the imposed control (e.g., Christ, Sedatole, and Towry 2011). This study extends this line of research by providing evidence as to how and why two types of formal controls, preven-tive controls and detective controls, affect employee performance and motivation.Romney and St einbart (2009: 200) deﬁne preventive controls as controls that ‘‘deter problems before they arise’’ and detective controls as controls designed to ‘‘discover prob-lems after they occur’’. These types of formal controls differ in two fundamental ways.First, preventive controls restrict employees’ autonomy by prohibiting certain behaviors(e.g., employees cannot enter data or make a payment unless authorized to do so). Alter-natively, detective controls maintain the decision rights of employees and therefore do not limit their autonomy (Christ, Sedatole, Towry, and Thomas 2008). Second, the feedback provided by preventive controls is never delayed, whereas detective controls can provide immediate or delayed feedback. Importantly, companies can often choose to impose either preventive or detective controls to address the same control objective.For example, with respect to the expenditure cycle, different types of controls can be implemented to ensure that only authorized cash disbursements are made. Speciﬁcal ly,management could implement each of the following types of controls: (1) preventive: estab-lish authorization limits prohibiting employees from initiating disbursements above a pre-speciﬁed amount; (2) detective with immediate feedback: an alert is activ ated on an employee and ⁄ or supervisor’s computer monitor when a disbursement above a prespeciﬁed amount has been entered; or (3) detective with delayed feedback: a report of all disburse-ments over the prespeciﬁed amount is produced periodically (e.g., monthly). Our research examines differential costs and beneﬁts of these three types of controls, which should enable managers to make more informed control decisions.We examine several of the costs and beneﬁts of these types of formal controls in a set-ting in which management has implemented an incomplete contract. Speciﬁcally, one dimension of the employees’ responsibilities is directly compensated (i.e., compensated task dimension) and the other dimension is not compensated, but is subject to a formal control imposed by management (i.e., controlled task dimension).We examine the effects of for-mal control on the compensated and controlled dimensions of the task separately so that we can isolate formal control effects from the incentive contract effects.We rely on psychology research on salience, norms, and intrinsic motivation to form our predictions regarding how preventive and detective controls will affect employee per-formance and motivation. We expect that when a formal control is activated, i t willincrease the salience of the employee’s goal to comply with various goals of the organiza-tion for which s ⁄ he is not explicitly compensated, despite the fact that it may conﬂict with the employee’s goal to perform strongly on the compensated dimens ions of his ⁄ her task.We hypothesize that reductions in autonomy caused by a control and increases in the timeliness of control feedback will increase the salience of the control objective. Thus, we expect employees subject to preventive controls to exhibit stronger performance on the controlled dimension than employees in the other control conditions. Employees working in conditions with detective controls with immediate feedback should be the next best per-formers on the controlled dimension of the task followed by employees working in condi-tions with detective controls with delayed feedback and employees operating without controls, respectively.Motivational framing research further suggests that it is difﬁcult for individuals to have multiple (poten tially conﬂicting) goals ⁄ frames activated at the same time (Lindenberg2001). We therefore predict that when employees focus on the goal of performing well on the controlled task dimension, they will focus less on the goal to excel on other task dimensions (e.g., the compensated dimension in our study) and will consequently perform worse on those dimensions. This suggests a reverse order of how employees facing these control types will perform on the compensated dimension of the task relative to their per-formance on the controlled dimension.To test these predictions, we use a simpliﬁed data entry task in an experimental setting in which participants are ﬁnancially motivated to enter data as quickly as possible (com-pensated dimension). Importantly, participants are informed that the company values both data entry speed and accuracy. However, rather than also compensating participants for accuracy, the company implements a formal control to encourage accuracy (controlled dimension).Our results reveal that participants exposed to preventive controls or detective controls with immediate feedback perform signiﬁcantly better on the controlled dimension of the task (data entry accuracy) than participants in the detectivecontrol-delayed feedback con-dition. This suggests that the timeliness of control feedback is the salient feature inﬂuenc-ing performance. We do not ﬁnd differences in the overall performance on the compensated dimension (data entry speed), suggesting that explicit incentives still provide a powerful motivation despite the activation of formal controls directing attention to other dimensions of the task.In addition to examining how formal controls affect employee performance, we add to the growing literature on the unintended costs of formal controls by examining how different formal control types affect employees’ intrinsic motivation to perform the task. We expect that because preventive controls restrict autonomy, which likely will be perceived by employees as ‘‘controlling’’, they wil l be more detrimental to employees’ intrinsic motivation than detective controls. Consistent with our expectations, the results show that preventive controls signiﬁcantly reduce intrinsic motivation relative to both types of detective controls. This suggests that the extent to which formal controls restrict employees’ autonomy, and not the timeliness of the feedback they provide, inﬂuences employees’ intrinsic motivation to perform their responsibilities. Further, we conﬁrm results from prior research findi ng that lower intrinsic motivation leads to lower performance on all dimensions of the task.Taken together, our results suggest that detective controls that provide immediate feedback can be just as effective at producing high employee performance as preventive controls (and more effective than detective controls with delayed feedback or no controls),without causing a decrease in intrinsic motivation that is exhibited by employees subjected to preventive controls. Therefore, organizations can likely achieve many of their control objectives by increasing the timeliness of feedback from detective controls, without bearing the costs associated with preventive controls.This study provides several important practical and theoretical contributions. First,this study can inform practitioners, auditors, and regulators who design, implement, and evaluate formal controls about some of the potential costs and beneﬁts of various types of formal controls. Formal controls play a critical role in promoting efﬁciency,reducing risk of asset loss, ensuring the reliability of ﬁnancial statements, and promoting compliance with laws and regulations (COSO 1992). Our study suggests that practitioners can better achieve many of these control objectives by implementing formal controls that provide immediate feedback. Furthermore, this study suggests that formal controls which restrict employee autonomy reduce employees’ intrinsic motivation, and practitioners would there-fore benefit in many situations by implementing formal controls that provide immediate feedback but donot restrict user autonomy.Second, this study contributes to several streams of academic research on formal con-trols. To our knowledge, ours is the ﬁrst study to examine the differential impact of pre-ventive and detective controls on employee performance and motivation. Further, this study also contributes to a growing body of literature examining some of the unintended consequences of formal controls (e.g., Frey 1993; Das and Teng 1999; Tenbrunsel and Mes sick 1999; Christ et al. 2008; Tayler and Bloomﬁeld 2011).The remainder of the paper is organized as follows. Section 2 provides theoretical development of our hypotheses. In section 3 we describe our experiment. We provide our results in section 4 and conclude and describe potential avenues for future research in section 5.2. Literature review and hypotheses developmentClassiﬁcations and importance of formal controlsFormal controls can take many forms, including, but not limited to, policies and proce-dures, segregation of duties, performance-based compensation, supervisory reviews, com-puterized edit checks, and so on. Academics have developed a variety of control frameworks to classify the many different types of controls. Some focus on the object of control (e.g., behavior vs. output) (Merchant and Van der Stede 2007), while others focus on the control method (e.g., boundary systems, belief systems, etc.) (Simons 1990). How-ever, practicing accountants and auditors generally classify controls as preventive or detec-tive, based on how risk is mitigated (COSO 1992, 2004; AICPA 2007; PCAOB 2007).When determining the speciﬁc formal control type to implement, management would beneﬁt from understanding how different control types inﬂuence employee performance and motivation. Further, prior academic research reveals that formal controls often have unintended consequences, which can ultimately be detrimental to the organization (e.g.,Das and Teng 2001). Therefore, management should also consider the potential repercus-sions of their control design choices when designing formal controls.In this study, we examine a simpliﬁed work environment in which we manipulate the formal control type and measure employee performance and intrinsic motivation. Similar to the real world, we use a work environment in which management employs an incom plete contract (e.g., Williamson 1985; Ittner, Larcker, and Rajan 1997), using formal compensation contracts to encourage certain types of behavior while implementing form a controls to encourage other types of behavior. Thus, we examinehow different forma control types impact employees’ performance on both compensated and controlled dimensions of their responsibilities. The control environment used in our experiment is designed to isolate the effect of various formal control types from the effects of the incentive contract. Therefore, we explicitly do not compensate the employees based on all task dimensions, but rather allow the formal control to induce certain desired behavior.Effect of formal controls on controlled task dimensions Standard economic theory predicts that individuals are self-interested and therefore pri-marily motivated by explicit incentives. Following this logic, employees are expected to respond only to the ﬁnancial incentives described in their formal employment contract. However, a growing body of research on individuals’ preferences for social norms and sit-uational framing suggests that there are other ways to direct employees’ behavior towards the best interests of the organization (e.g., Evans, Hannan, Krishnan, and Moser 2001;Camerer and Fehr 2004; Osterloh and Frey 2004; Hannan 2005; Hannan, Rankin, and Towry 2006; Fischer and Huddart 2008).A substantial body of research has developed indicating that individuals are strongly motivated by stated goals and objectives (e.g., Locke, Shaw, Saari, and Latham 1981; Locke and Latham 1990; Locke 1996). Indeed, speciﬁc performance measures are incorpo-rated into employment contracts to align employ ees’ goals with the goals of the organiza-tion so that employees will focus their efforts on activities beneﬁting the organization (Farrell, Kadous, and Towry 2008). One reason goals provide such powerful motivation is that they can change the way a situation is framed. Lindenberg (2003) describes two frames linked to employees’ goals that, together, can provide strong governance: the gain frame and the normative frame. The gain frame relates to one’s goal to improve one’s resources (i.e., earn money). The normative frame is related to one’s goal to ‘‘act appropriately’’, which can be defined as adhering to institutionalized rules such as policies and pro-cedures (March and Olsen 1995). When an employee is faced with an explicit contracttying speciﬁc aspects of his ⁄ her performance to ﬁnancial incentives, it is likely that the gain frame will be dominant and any other goals will be secondary (Lindenberg 2003).However, individuals’ behavior can be redirected or refocused when a stimulus is intro-duced. In this paper, we argue that the activation of a formal control is such a stimulus.翻译：研究方向：员工激励问题及对策1.引言公认的法律(如。

《员工激励探析国内外文献综述3000字》

员工激励研究国内外文献综述1国外研究现状国外学者们关于激励的研究采用的是从不同角度出发，对研发人员的激励要素进行分析，本文对此进行了总结。

有学者将激励机制当中的各个要素结合起来，组成研究模型来对激励问题进行探讨。

Wang X J（2016）提出了创造性要素模型。

该模型由专业知识、创造性思维能力和内在激励组成。

内在激励对于促进专业知识和获取创造性思维能力有帮助"。

而反馈及时的外部激励则能积极促进创造性的产生。

Zhu H（2015）则是提出了以个体成长、工作自主、业务成就和金钱财富四个因素构成的知识型员工激励模型。

他认为个体成长是首要决定因素，其次是工作自主。

而业务成就和金钱财富的占比相对较低，由此推出工资福利对于知识型员工的激励来说并不是很重要。

Shogren J F（2018）基于马斯洛需求层次的理论构建出激励机制影响因素的模型，其中的因素包括薪酬保障、人际关系、自我实现三大方面。

Cox J C（2019）在对激励机制进行研究的时候，构建了一个包括个人因素、诱导因素、组织因素等方面因素在内的激励机制管理模型。

Bao L Y（2019）设计了《员工需要自我评价调查表》对员工的需要层次进行了广泛的调查研究，发现不同单位、职务因素、文化因素、年龄因素等在需要等级上存在不同，并由此构建了员工激励模型。

Zhang H J（2017）结合“综合激励模式理论”将各类激励理论综合起来，强调任务本身的内在激励作用，兼顾因完成任务而获取得外在奖酬所引起的激励等等。

Esmaieli M（2018）在前人研究的基础上围绕如何满足人的需求、需要进行研究，还从人的动机的产生到采取行动的心理过程入手，构建了基于激励的目的的研究模型。

还有的学者对激励机制的各个因素进行了分别研究，通过理论和实践分析了不同因素对于激励的影响。

Xie N（2016）等人对于台湾的高科技企业研发人员的激励进行了研究，其结论与玛汉.坦姆仆的相悖，认为激励因素中最重要的是物质激励。

《员工激励问题与完善研究国内外文献综述2600字》

员工激励问题与完善研究国内外文献综述1.国外研究综述国外动机研究相对较快。

Mass（1954）在动机与人格理论中指出了动机与人格的关系，指出，当人们满意时，我们才能发展到更高的层次。

弗雷德里克·赫茨伯格提出了工作动机的双因素理论。

它声称，我们必须首先从个人开始，调动他们的工作热情。

为了根据自己的具体工作内容充分发挥自己的能力，他必须找到一个对自己更有吸引力的地方。

员工最大的激励是企业的激励机制。

我对我的工作态度很满意。

这两种态度有很大区别。

对员工工作不满的主要因素是公司政策、公司内部监督机制和激励机制。

从理论上讲，这两个因素影响医疗和激励因素，两者都会影响员工的工作。

耶鲁大学的克莱顿·奥尔德教授在马洛理论的基础上提出了著名的ERG理论。

哈佛大学的大卫·麦克莱伦教授指出了绩效激励理论，并指出不同的人有不同的行为水平。

美国心理学家亚当斯就不公平报酬对劳动质量的影响提出了公平理论，并认为公平待遇对个人热情有显著影响。

美国心理学家Maslow（1943）的研究作品《人类激励理论》刚发行，立刻在社会上产生了很大的影响，它提出的人类需求层次的理论影响至今，在其理论中，将人的需求按照从低到高的次序分为以下五种：生理需求、安全需求、爱和归属需求、尊重需求、自我实现需求，只有满足了底层需求后，人们才会追求更高层次的需求。

在之后大量的激励问题分析和研究中，都是基于该理论，并且在进行该激励行为时，所遵循的理论就是人类激励理论。

美国心理学家Herzberg在此基础上，提出了双因素理论，并且在《工作的激励因素》一书中对该理论进行了更深入的分析。

研究者主要将激励因素分为两种类型：保健因素和激励因素，其中保健因素是指在员工的基本需求得以满足后，滋生出可以降低他们对工作满意度的因素；激励因素指的是可以提高职员对工作满意度的要素。

学者麦克利兰基于深入性和持续性的探究，提出成就需要理论，他认为在结构方面，人的需求具有主次层次性。

员工激励理论外文文献及翻译.

员工激励理论外文文献及翻译员工激励理论外文文献及翻译One-to-one-management companiesare run -- in a timely inversion of John Adams's ideal -- as organizations of men (and women), not of laws. Nonetheless, a few laws, or at least cultural traits, appear to govern many such organizations. Together those traits create an environment where employees' needs are known, sometimes anticipated, and served, justas customers' needs are known, sometimes anticipated, and served in CRM-focused organizations. What follows is a look at the rules by which one-to-one-management companies operate[2].3.2 It's All in the DetailHow do you build morale and a sense of corporate responsibility? In surprisingly small ways. Standing in the kitchen at Eze Castle Software, CEO Sean McLaughlin watches as one of his programmers sets milk and cookies on a table. It's 2:30 on a Wednesday afternoon. "Hang on, Parvathy," McLaughlin says to the employee as he opens the refrigerator door and pulls out an apple pie. "Put this out, too." When Parvathy is done in the kitchen, she flips some switches, andthe lights flicker all over the fifth floor. Almost instantly, programmers leave their cubicles and make a beeline for thekitchen.Then Parvathy jogs up a staircase and flashes the lights on the sixth floor. Account managers, salespeople, and assorted techies come downstairs and join their colleagues in the kitchen. When they arrive, McLaughlin is at the center of the steadily building crowd, dishing out the pie. Around him conversations spring up between colleagues who work in different departments. The topics range from work to social life to politics. Ten minutes later the lights flash again and it's back to work for the 90 employees in the Boston office of Eze.What's so remarkable about the staff of a developer of securities-trading software with $13 million in revenues taking daily milk-and-cookies 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 toone another. Perhaps more significant, the changes have affected how employees deal with the myriad little details that keep the six-year-old company grounded.原文请找腾讯3249114六-维^论,文.网Eze's transformation began last year, when McLaughlin realized to his chagrin that his once small and collegial company had -- because of accelerated growth -- begun acting like a large corporation. His employees no longer knew one another, and he himself was increasingly vague about who some of the new faces were. "In the early days I could get to know everyone," saysMcLaughlin.However, the CEO was most annoyed by the fact that his employees -- both old and new -- were beginning to behave with large-company sloppiness rather than with start-up frugality. "Back when we were small, if someone sent a FedEx, we all knew how much that was costing the company," McLaughlin says. He recalls noticing that things were changing when one employee approved paying a contractor $100 a month to water the company's five plants. Then there were rising charges from the company's Internet service provider because of excessive traffic on the corporate T1 line. The cause? Employees were downloading MP3 files to listen to music during the workday. It frustrated McLaughlin that employees weren't taking responsibilityfor their actions and for the ways in which those actions affected the company's bottom line[2].But last summer two things happened that spurred McLaughlin to make some changes.First, the Boston office lost both of its administrative assistants. One assistant quit and the other left a few weeks later. The two had stocked the supply room, sorted the mail, and welcomed visitors. The dual departures wreaked havoc. "The kitchen was out of milk, we didn't have any pens in the supply cabinet, the reception area looked like crap," McLaughlin says.Then came the World Trade Center attacks. Though McLaughlin had long been brooding on how to reverse Eze's fat-cat habits, he had yet to act. He says that 9-11, and the "what are my priorities" thinking it engendered, "created an environment where it was easy for me to initiate a change."The change he had in mind was inspired by a visit to his daughter's kindergarten class. There he saw how the teacher divided the cleanup tasks among the children by posting a 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. That's where another kindergarten institution, the milk-and-cookies breaks, came in. "I wanted to build relationships among the employees, to make them feel more company morale," he says.上一页[1] [2] [3] [4] [5] [6] [7] [8] [9] 下一页。

员工激励英文文献

员工激励英文文献Employee motivation plays a crucial role in enhancing productivity and performance within organizations. Numerous studies have been conducted to explore different strategies and techniques for motivating employees. This paper provides a summary of some relevant research articles on employee motivation and highlights key findings and recommendations.One study conducted by Locke and Latham (2004) examined the effectiveness of goal setting as a motivational tool. The researchers found that setting specific and challenging goals led to higher performance compared to easy or vague goals. They suggested that managers should actively involve employees in the goal-setting process and provide regular feedback and support to ensure goal attainment.In another study, Deci and Ryan (2000) investigated the impact of intrinsic and extrinsic motivation on employee engagement. They found that employees who were intrinsically motivated, i.e., driven by internal factors such as personal interest and satisfaction, were more engaged and performed better than those who were primarily motivated by external rewards. The researchers recommended that organizations foster intrinsic motivation by providing opportunities for autonomy, competence, and relatedness in employees' work.A study by Pink (2009) focused on the role of autonomy, mastery, and purpose in motivating employees. Pink argued that traditional extrinsic motivation methods, such as monetary rewards and external incentives, are not effective in driving creativity and innovation. Instead, he proposed that employees are motivated bythe desire for autonomy (the urge to direct their own work), mastery (the drive to improve and excel), and purpose (the sense that their work has meaning and contributes to something bigger). Pink recommended that organizations foster autonomy by providing employees with a certain degree of control over their work, promote mastery by offering opportunities for learning and skill development, and emphasize the purpose of employees' work.A study by Vroom (1964) introduced the expectancy theory of motivation, which suggests that individuals are motivated to exert effort based on their expectations of desired outcomes. Vroom proposed that three factors influence motivation: expectancy (belief that effort leads to performance), instrumentality (belief that performance leads to desired outcomes), and valence (value attached to the desired outcomes). Based on this theory, organizations should ensure that employees believe their efforts will result in desired outcomes, that there is a clear link between performance and rewards, and that the rewards offered are valued by employees.Finally, a study by Meyer and Allen (1991) examined the relationship between job satisfaction, organizational commitment, and motivation. They found that employees who are satisfied with their jobs and feel a strong commitment to their organization are more likely to be motivated and perform well. The researchers suggested that organizations should focus on improving job satisfaction and fostering a sense of commitment through fair treatment, supportive leadership, and opportunities for growth and development.In conclusion, employee motivation is a complex and multifaceted concept that requires attention from organizations. The reviewed studies highlight the importance of goal setting, intrinsic motivation, autonomy, mastery, purpose, expectancy, job satisfaction, and organizational commitment in motivating employees. These findings can serve as a valuable resource for managers and organizations seeking to develop effective strategies to enhance employee motivation and improve performance.。

如何激励员工英文作文

如何激励员工英文作文英文：Motivating employees is crucial for the success of any organization. As a manager, I believe that there are several ways to inspire and incentivize my team.Firstly, I believe in setting clear goals and expectations for my employees. This helps them understand what is expected of them and gives them a sense of direction. I also make sure to provide regular feedback and recognition for their hard work. This can be as simple as a verbal acknowledgement or a small token of appreciation.Secondly, I believe in creating a positive work environment. This includes fostering a culture of open communication and collaboration, as well as providing opportunities for growth and development. For example, I might offer training sessions or mentorship programs to help my employees improve their skills and advance in theircareers.Finally, I believe in offering tangible rewards and incentives for exceptional performance. This might include bonuses, promotions, or other perks like extra vacation time or flexible work arrangements.Overall, I believe that a combination of clear expectations, positive reinforcement, and tangible rewards can be highly effective in motivating employees and driving success.中文：激励员工对于任何组织的成功都至关重要。

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1. 原则之一：激励要因人而异由于不同员工的需求不同，所以，相同的激励政策起到的激励效果也会不尽相同。

即便是同一位员工，在不同的时间或环境下，也会有不同的需求。

由于激励取决于内因，是员工的主观感受，所以，激励要因人而异。

在制定和实施激励政策时，首先要调查清楚每个员工真正需要的是什么。

将这些需要整理、归类，然后来制定相应的激励政策帮助员工满足这些需求。

2. 原则之二：奖励适度奖励和惩罚不适度都会影响激励效果，同时增加激励成本。

奖励过重会使员工产生骄傲和满足的情绪，失去进一步提高自己的欲望；奖励过轻会起不到激励效果，或者使员工产生不被重视的感觉。

惩罚过重会让员工感到不公，或者失去对公司的认同，甚至产生怠工或破坏的情绪；惩罚过轻会让员工轻视错误的严重性，从而可能还会犯同样的错误。

3. 原则之三：公平性公平性是员工管理中一个很重要的原则，员工感到的任何不公的待遇都会影响他的工作效率和工作情绪，并且影响激励效果。

取得同等成绩的员工，一定要获得同等层次的奖励；同理，犯同等错误的员工，也应受到同等层次的处罚。

如果做不到这一点，管理者宁可不奖励或者不处罚。

管理者在处理员工问题时，一定要有一种公平的心态，不应有任何的偏见和喜好。

虽然某些员工可能让你喜欢，有些你不太喜欢，但在工作中，一定要一视同仁，不能有任何不公的言语和行为。

1. 激励员工从结果均等转移到机会均等，并努力创造公平竞争环境。

举例来说，吴士宏在IBM从一个打扫卫生的人做起，一步一步到销售业务员，到地区负责人，到中国区总经理，是什么原因呢？除了个人努力，还应该说IBM良好的企业文化给了一个发展的舞台，那就是每一个人都有无限的发展机会，只要有能力就会有发展的空间，实现自我，这在很多企业是做不到的，这种体制无疑会给员工莫大的激励作用。

2. 激励要把握最佳时机。

——需在目标任务下达前激励的，要提前激励。

——员工遇到困难，有强烈要求愿望时，给予关怀，及时激励。

3. 激励要公平准确、奖罚分明——健全、完善绩效考核制度，做到考核尺度相宜、公平合理。

——克服有亲有疏的人情风。

——在提薪、晋级、评奖、评优等涉及员工切身利益热点问题上务求做到公平。

4. 推行职工持股计划。

使员工以劳动者和投资者的双重身份，更加具有关心和改善企业经营成果的积极性。

现代人力资源管理的实践经验和研究表明，现代的员工都有参与管理的要求和愿望，创造和提供一切机会让员工参与管理是调动他们积极性的有效方法。

毫无疑问，很少有人参与商讨和自己有关的行为而不受激励的。

因此，让职工恰当地参与管理，既能激励职工，又能为企业的成功获得有价值的知识。

通过参与，形成职工对企业的归属感、认同感，可以进一步满足自尊和自我实现的需要。

建立和提高员工参与管理、提出合理化建议的制度和职工持股制度，加强员工各层次与领导层的交流沟通，提高员工主人翁参与意识。

5. 荣誉激励对员工劳动态度和贡献予以荣誉奖励，如会议表彰、发给荣誉证书、光荣榜、在公司内外媒体上的宣传报导、家访慰问、流览观光、疗养、外出培训进修、推荐获取社会荣誉、评选星级标兵等。

6. 关心激励对员工工作和生活的关心，如建立员工生日情况表，总经理签发员工生日贺卡，关心员工的困难和慰问或赠送小礼物。

7. 竞争激励提倡企业内部员工之间、部门之间的有序平等竞争以及优胜劣汰。

8. 物质激励增加员工的工资、生活福利、保险，发放奖金、奖励住房、生活用品、工资晋级。

9. 信息激励要经常交流企业、员工之间的信息，进行思想沟通，如信息发布会、发布栏、企业报、汇报制度、恳谈会、经理接待日制度。

1. One of the principles: incentives to vary from person to personBecause of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. Even with a staff, at different times or circumstances, will have different needs. Because of incentives depending on the internal and the subjective feelings of the staff are, therefore, incentive to vary from person to person.In the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. Required toorganize, classify, and then to formulate appropriate policies to help motivate employees to meet these needs.2. Two principles: appropriate incentivesAppropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. Award overweight employees would have to meet the mood of pride and lost the desire to further enhance their own; reward incentives too light will not achieve the effect, or so employees do not have a sense of attention. Heavy penalties are unfair to make employees, or loss of the company's identity, or even slow down or damage arising from the emotions; leniency error will underestimate the seriousness of the staff, which will probably make the same mistake.3. The principle of three: fairnessThe fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives. Employees to obtain the same score, we must receive the same level of incentives; the same token, employees committed the same error, but also should be subject to the same level of punishment. If you can not do t his, managers would prefer not to reward or punishment.Managers deal with employees at issue, must have a fair mind, should not have any prejudices and preferences. Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.1. Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing field.For example, Wu Shihong at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for t his? In addition to individual efforts, but also said that IBM should be a good corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of the staff.2. Inspire the best time to grasp.- Takes aim at pre-order incentive the mission to advance incentives.- Have Difficulties employees, desire to have strong demand, to give the careand timely encouragement.3. Want a fair and accurate incentive, reward- Sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable.- Have to overcome there is thinning of the human pro-wind.- In reference salary, promotions, awards, etc.评优involve the vital interests of employees on hot issues in order to be fair.4. The implementation of Employee Stock Ownership Plan.Workers and employees in order to double the capacity of investors, more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provide opportunities for all employees is to mobilize them to participate in the management of an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization. Set up and improve employee participation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.5. Honor incentiveStaff attitude and contribution of labor to honor rewards, such as recognitionof the meeting, issued certificate, honor roll, in the company's internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of training, access to recommend honor society, selected stars model, such as class.6. Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.7. CompetitiveThe promotion of enterprise among employees, departments compete on an equal footing between the orderly and the survival of the fittest.8. The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.9. Information incentivesEnterprises to communicate often, information among employees, the idea of communication, information such as conferences, field release, enterprises reported that the reporting system, the association manager to receive the system date.（注：可编辑下载，若有不当之处，请指正，谢谢!）。