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工作激励语录正能量句子英文

工作激励语录正能量句子英文1. "Success is not the key to happiness. Happiness is the key to success. If you love what you are doing, you will be successful." - Albert Schweitzer2. "Believe you can and you're halfway there." - Theodore Roosevelt3. "The only way to do great work is to love what you do." - Steve Jobs4. "Don't watch the clock; do what it does. Keep going." - Sam Levenson5. "Success is not final, failure is not fatal: It is the courage to continue that counts." - Winston Churchill6. "The harder I work, the luckier I get." - Samuel Goldwyn7. "The future depends on what you do today." - Mahatma Gandhi8. "You are never too old to set another goal or to dream a new dream." -C.S. Lewis9. "The only limit to our realization of tomorrow will be our doubts of today." - Franklin D. Roosevelt10. "Don't be afraid to give up the good to go for the great." - John D. Rockefeller11. "The difference between a successful person and others is not lack of strength, not lack of knowledge, but rather lack in will." - Vince Lombardi 12. "Success is walking from failure to failure with no loss of enthusiasm." - Winston Churchill13. "Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the onlyway to do great work is to love what you do." - Steve Jobs14. "I find that the harder I work, the more luck I seem to have." - Thomas Jefferson15. "Continuous effort - not strength or intelligence - is the key to unlocking our potential." - Winston Churchill16. "The only person you should try to be better than is the person you were yesterday."。

外文文献翻译企业核心员工激励

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。

员工激励机制外文文献翻译最新译文

员工激励机制外文文献翻译最新译文文献出处：Barney J B. The employee’s incentive s mechanism in small and medium-sized enterprise[J]. Academy of Management Review, 2016, 31(7): 464-476.原文The employee’s incentive s mechanism in small and medium-sized enterpriseBarney J BAbstract"Incentive" is a psychological term, psychologists point out that all behavior is caused by the motivation of associated with it, as one of the person's state of mind, this motive for human behavior has the effect of reinforcement, vertebral move and inspire, known as a motivation. Incentive is mainly to inspire people to inner potential, cause people intelligence, mobilize people's enthusiasm and creativity. In this paper, the construction of small and medium-sized enterprise employees incentive mechanism problem. From the use of different ideas, different angles, for enterprise employees incentive. Staff incentive mechanism is through the system, rational system to reflect the interaction between incentive subjects with incentive object, is the enterprise connect the ideal into reality. Small business managers should learn effective research method for reference, targeted to solve their practical problems, and strive for a breakthrough in terms of theory. In the research and construction of small and medium-sized enterprise incentive mechanism on the road to constantly innovation, divergent thinking, from surface to inside, and realize the goal of research. And summarizes a set of suitable for small and medium-sizedenterprises for effective incentive mechanism, to promote the vigorous development of small and medium-sized enterprises.Keywords: small and medium-sized enterprises, incentive mechanism, staff requirementsIntroductionIn the increasingly fierce competition, more and more small and medium-sized enterprises begin to realize enterprise's competition is talented person's competition,actually only attach importance to talents, pay attention to the development of human resources management, to constantly improve their own core competitiveness, make the enterprise in the incentive competition advantage. However, the construction of the incentive mechanism is the core of the construction of enterprise human resources management, and enterprise operation of each link, and employees are closely linked. Use reasonable effective employee incentive mechanism to attract talent, formed a set of scientific, perfect enterprise candidates, choose and employ persons, cultivate people's human resources management system, is to motivate employees continuously enterprising, the key to motivate staff morale; Is in motivating talents plays an important role in promoting the competition to attract talent, retain talent; Is to guide employees to establish scientific, and the basis of the strategic target of enterprise organization goal is consistent. But most of the small and medium-sized enterprise development history is short, the lack of management experience, management system is not mature, the understanding of human resource management is not deep, incentive mechanism is not sound, for enterprise employees cannot give a sufficient motivation, to arouse the enthusiasm of employees, lead to the market competition ofenterprises is relatively weak. Therefore, how to strengthen the management of human resources, to establish scientific and effective employee incentive mechanism, and reasonable use of scientific and effective incentive mechanism, attract talent, talent of education development, to prevent the brain drain becomes the key to enterprise core competitiveness.In the face of increasingly fierce market competition, establish a scientific and reasonable employee incentive mechanism for the production and business operation and sustainable development of enterprises play a vital role. Only retain talent, and fully mobilize the enthusiasm and initiative of employees, play employees' creativity, to constantly strengthen the enterprise core competitive power, to give priority to occupy talent highland, finally to make small and medium-sized enterprises in the fierce competition of modern society.Summary of incentive and incentive mechanismThe meaning of incentiveAs a social people are engaged in all behaviors are caused by some kind of motivation, desire, motivation, desire is a kind of mental state, through the role of the mental state can inspire people to dig their own potential, fight, fight for the realization of self-worth. Incentive mechanism as one of the important content of enterprise human resources management has an irreplaceable role. In the enterprise staff work enthusiasm, motivation and ability to work effectively and use is one of the important factors of enterprise sustainable development, enterprise managers through scientific and effective means and ways of reasonable use of limited resources, to understand employees at the level of the rationalization of demand and, in turn, meet the demand of employees of rationalization, tomotivate, inspire and guide the enterprise staff's work enthusiasm, goal setting and enhanced to enterprise's loyalty, to achieve the strategic goals of the enterprise management process. Motivation mainly includes the trigger a desire, guide the target, etc.The meaning of employee incentive mechanismEmployee motivation is to use some kind of external cause, use all kinds of effective measures to meet the diverse needs of employees or restrict, and through certain rules and regulations to regulate and constraint, penalties, employees, motivate employees, to constraint employee morale and employee motivation, arouse the enthusiasm of work, desire, etc., make the person has an inner motivated employees can form a certain goal, and keep a high mood and actively state to the desired goal of psychological process. This process relies on a system we defined as incentive mechanism can also be called incentive system. Incentive system concrete application in the process of the employee's incentive, in the process of the interaction, constraints, and incentive results closely linked to a kind of comprehensive function. In terms of enterprise employees incentive mechanism its essence lies in through scientific, perfect system construction, promote employees in the direction of the organization to make persistent efforts. Staff incentive mechanism in the enterprise application is urge employees strive to achieve the strategic goals of the enterprise incentive system.The type of staff incentive mechanismIn the era of global competition and knowledge-based economy, more and moresmall and medium-sized enterprises gradually realized that the competition between the enterprises is the result of the talentcompetition, talent as a resource is the first of all resources. The sustainable development of small and medium-sized enterprises, fundamentally, mainly depends on the enterprise the competitive advantage of human resources. Employee’s incentive mechanism as one of the main content of human resource management, contains a lot of ways, it not only through the every link of the enterprise, but also closely connected with the employee's personal interests. Employee incentive way is not the same, one of the main forms are:Material aspects of the stimulusPhysiological needs is a kind of demand at the lowest level of all the requirements, it is mainly refers to people in their daily lives for clothing, housing, food, travel tools, air, water and other basic living needs and physiological needs. Physiological demand is people in social activities, maintain the basic survival motivation, the basis of the material aspects of the incentive is to be able to make people physiological demand and life needs are met. The implementation of the material incentive is can make employees work power source. Material things incentives also include wages, salary, promotion, bonuses, welfare, insurance, reward housing, echo managers in the use of employee wages, bonuses and other incentives in terms of money, should be aware of the value of money between employees have different value, cannot treat as the same, and each employee to earn the satisfaction is not the same, therefore, when using monetary rewards not should adopt the principle of distribution of average, should be targeted.Goal setting incentiveGoal setting incentive, namely through the guide staff according to their own actual situation to set realistic goals,causing employee morale, motivate and inspire employees to complete the goal setting and constantly struggle, make employees the purpose of energy. Staff has constantly encouraged by power and passion, striving to make progress constantly asked him to pursue higher goals. Managers in the process of human resource management, be good at discover employees inner expectations and goals, and moderate guide employees to achieve their goals and formulatedetailed implementation steps, the corresponding work objectives for each employee, the task assigned to each employee, can give employees the invisible pressure, in turn, into power, strengthening the staff's sense of responsibility. When employees own goal is to realize the satisfaction of, will strengthen their awareness of the enterprise goal, to strengthen the enterprise's loyalty, thus make the enterprise organizational goals be implemented step by step.The respection of incentiveThe respection of incentive is one of the most basic of incentives, is to speed up the staff passion of the catalyst. Respect for every employee, to win the respect of each employee and loyalty. As a manager to respect employees at all levels of the independent personality and value orientation, in particular, pay attention to the demands of grass-roots staff, timely grasp and meet the needs of staff rationalization, is the embodiment of the enterprises fully respect for employees, at the same time, the staff work hard, obey organization arrangement, is the employee feedback and enterprise managers' respect and obedience. Respect include mutual respect between employees, mutual respect between leadership and staff, between enterprises and enterprises such as mutual respect, the main performance formutual respect between superiors and subordinates, friendly atmosphere of mutual respect and promote the affection between staff, staff and leadership, strong force mouth among employees, between employees and leadership, make the enterprise team to better cooperation, strengthen team cohesion.The employee involvement of incentiveStaff participation motivation mainly refers to the enterprise should pay attention to the cultivation of enterprise employee ownership. Now the employees have to participate in the management of the appeal. As managers, establish reasonable mechanism of employee involvement, advice for mechanism and system of employee ownership, create and provide opportunity for employees to provide reasonable Suggestions for the development of enterprises, and the proportion of adopting staff have put forward opinions and Suggestions, and to adopt the opinions and Suggestions of certain rewards to employees, make employees really participate in themanagement of the enterprise, enhance the staff of the enterprise belonging, at the same time make the employees get the realization of self-worth, make employees in respect of expectations, the realization of self-worth, got fully meet the desire. At the same time, also can create more effective value for the enterprise. Can also set up the system of mutual selection between staff and departments, which respect the wishes of employees, allows employees to have jobs initiative, options, and conducive to business to choose jobs suitable for working people.译文中小企业员工激励机制研究Barney J B摘要“激励”是一个心理学词汇，心理学家指出人的所有行为是由与其相关联的动机所引起的，这种动机作为人的精神状态之一，对人类的行为有强化、椎动和激发的作用，人们称之为激励。

员工激励英文作文

员工激励英文作文Motivating employees is essential for a company's success. When employees feel valued and appreciated, they are more likely to be engaged and motivated to perform at their best.One effective way to motivate employees is through recognition and rewards. By acknowledging their hard work and achievements, employees feel a sense of accomplishment and are encouraged to continue putting in their best effort.Another way to motivate employees is by providing opportunities for growth and development. When employeessee a clear path for advancement and feel supported intheir professional development, they are more likely to be motivated to excel in their roles.Creating a positive work environment is also crucialfor employee motivation. When employees feel comfortableand happy in their workplace, they are more likely to bemotivated to contribute to the company's success.Offering flexible work arrangements can also be a great way to motivate employees. When employees have theflexibility to balance their work and personal lives, they are more likely to feel motivated and satisfied in their roles.Lastly, effective communication and feedback are important for employee motivation. When employees receive regular feedback and feel that their voices are heard, they are more likely to be motivated to work towards common goals.。

职场励志语录双语版

职场励志语录双语版职场励志语录【双语版】以下是应届毕业生小编为您收集的双语版的职场励志语录，希望大家喜欢，。

欢迎大家阅读!I know a few extremely confident--not cocky, confident--people. (Here's how you can tell if someone is genuinely confident.) It's as if they were born that way.我认识一些十分自信的人——不是那种傲慢的自信。

(以下内容告诉你如何判断一个人是否是真的自信的方法)他们的自信好像生来如此。

The rest of us sometimes lack confidence--and we often lack belief in ourselves when we need it most.大部分人时常缺乏自信——我们经常在急需自信的时候选择了不相信自己。

Fortunately, self-confidence is a quality you can develop. Anyone can be more confident. (Even me.)幸运的是，自信是可以培养的。

每个人都可以变得自信(甚至是我)。

But building self-confidence takes time. So if you need a quick shot of it, here are some great motivational quotes that will inspire you to feel more self-assured:不过建立自信是需要时间的。

所以如果你想快速掌握自信的诀窍，以下这些鼓舞人心的语录可以帮助你感到更自信：1."When you're different, sometimes you don't see the millions of people who accept you for what you are. All you notice is the person who doesn't." --Jodi Picoult1.“当你与别人不同时，无需理会所有反对你的人。

员工激励【外文翻译】

本科毕业论文（设计）外文翻译原文：Employee MotivationThe problem of motivating other people is probably as old as the history of man himself, or at least as old as that point in time when man found he could only accomplish certain tasks by combining his efforts or abilities with those of other individuals. With the onset of this realization of the value and need for cooperative effort, the problem was further compounded when larger numbers of people were needed to accomplish a task. The situation then arose of providing direction to such a multiple effort; and with direction, i.e., someone telling others what to do or overseeing the effort, there came the matter of how to motivate these people. The old saying, one can lead a horse to water but one cannot make him drink, was and remains the crux of the motivation problem.The whip, the lash, cajolery, persuasion, bribery, promises, pleadings, and numerous other techniques have been and are still being used in an attempt to motivate others. Yet, despite our long confrontation with this problem, we are still far from understanding or knowing how to motivate others. Motivation is a matter further complicated by the particular period of time, the particular circumstances and the par- ticular economic conditions surrounding an act. Under conditions of prosperity and full employment, such as the U.S.A. has experienced, the problem of motivating others may become a far more difficult task, particularly in a free society. It is not uncommon today to hear employers ask: How does one get his employees to be genuinely concerned about their work, to take real interest in what they are doing, to accept challenges, to take pride in what they are doing, to want to accomplish at a high level, to want to assume responsibility?Let us begin by examining the problem of motivation in an organizational setting, for it is here that our particular interests are most concerned. Analytically and forsimplicity's sake, one can discern five key elements which play a major role in motivation. These are the employer, the employee, the work environment, the goals of the employer and the goals of the other members of the organization (the workers, supervisors, and managers). It is the interplay of these factors that influences the problem of motivation and determines the outcome.Let us then make some quick observations of this organizational setting for it is here, within these bounds, that the drama is played. If one observes the work place, one can see people engaged in a variety of activities. Some of these activities may seem to be related to the activities of others, while others may seem to be quite independent. One catches a glimpse of a particular individual who appears to be telling others what to do, or of other people near each other engaged in conversation, while carrying on some activity. The total effect is one of much activity about the scene. This activity-whether similar or different; whether it is writing, talking or making machines function; or whether it is unobservable activity of thought-all has purpose. The purpose or purposes may be different for different organizations, but one basic fact emerges regardless of the kind of organization it may be-all organizations have purpose, and all of the activities that take place within the organization are deemed essential by someone to accomplish the organization's purpose.Lest one gain from this description a picture of uncertainty and unpredictability of output, it is important to add that management cannot function or accept such a condition and, therefore, imposes standards of productivity or output. In the factory these are most readily known in terms of piece rates or units of production. Despite these requirements by management, it is well known that workers withhold produc- tion; that is, workers may well have the ability to produce more than that required of them. This problem of level of production is far more amorphous in the work situation where the professional person is engaged. How does one measure output in these situations and by what standards? One looks in vain for answers. Attempts have been made and will continue to be made to find solutions, but most of the attempts so far have crumbled or floundered because of the subjectivity involved in establishing such criteria. To date no precise mathematical formulae for determining such standardshave been found, and even if they were, it is highly questionable whether they would be equally acceptable to managers and workers. At best, in the business and in- dustrial situation, the worker is considered as a cost factor in the grand total of production costs. Successful companies approximate or determine some level of productivity needed from the worker to consider this element a profitable aspect of the overall operation. In state, national or urban governmental work where services are rendered to the public, even the cost concept of the worker as he relates to pro- ductivity or profitability becomes lost.What then are some of the factors that lead to this situation and what can be done to motivate people? Earlier five factors were mentioned as playing a key role in the motivation area. At this point, I mention two of the vital ones-the supervisor and the employee.First, let us repeat quickly some points already made. All organizations have purpose. A library is an organization having the purpose or purposes of providing a professional service to the public or to special publics. All of its employees are then the means by which this service will be provided. How well this service will be rendered will depend upon how well the various activities are carried out by the employees of the library. How adequately these employees will perform will depend upon their own self-motivation or how well they have been motivated by their supervisors.Even if there is satisfaction with the work being done today, it is only momentary for the accomplishments of today merely become the base for the improvements of tomorrow. The overwhelming characteristic of work in our time is change, and the only instruments capable of making these changes are the managers, the supervisors and the workers. There is only one effective way to get these changes made and that is to influence employees to want to make them.How do we do this? What are some of the factors involved? First, it is important that we never forget that it is the individual, the worker, who is being asked to make this change and that it is the employee who is in control of the situation. It is the worker who must make the final decision to make this change and he will determinehow much or how little he will do. The supervisor, in the extreme position, can fire the worker, but the question then arises as to what this will accomplish.A second point that must be made is the point so well stated by Drucker: "In hiring a worker one cannot hire a hand; its owner always comes with it . . .one can hire only a whole man rather than any part thereof." And when one hires this whole man or woman, one has hired a personality, attitudes, motives, levels of aspiration, goals, am- bitions, needs, egos, roles, abilities, interests, values and many other factors.Now let us briefly consider the other half of this duality of the supervisor motivating the employee. This worker has a personality which is defined in Menninger's words as "all that a man has been- is-and hopes to be." This is the total person-the way he thinks and feels, his likes and hates, his abilities and interests, his values, and his hopes and desires. It is here in this work place where his hopes and ambitions may be fulfilled or smashed. It is here where his aspirations may be achieved and challenged or where he may develop frustration, aggression, hostility, and apathy. It is this work place which consumes so large a part of his life and either provides fulfillment of his needs or miserably fails to meet them.Searching deeper to understand this worker, one can see him as a "needs system" seeking to satisfy his wants. Maslow sees the individual in our society and culture as one having a hierarchy of needs. These move from a base of meeting physiological requirements for survival to the apex of self-accomplishments in one's own right. Between these bounds he traces the need for safety and protection from bodily harms and the next level of dependence, the need to feel secure and to be able to depend upon others. This is followed by the need for independence, to be able to stand on one's own two feet, to be respected, to have self-esteem. And lastly this need hierarchy is capped by the need for self-realization, the need to achieve and accomplish. Gratification of our basic needs frees us to move on to the next higher level. In this concept one moves from the area of physiological requirements to the psychological needs. McGregor points this up clearly when he states, "Man lives by bread alone, when there is no bread." He points to this area of higher needs as theplace where managers and supervisors fail to motivate their works. He points out that today most employees can generally fulfill their basic physiological needs, whereupon they attempt to seek fulfillment of their needs in the areas of self- expression, recognition, having some voice in job affairs, doing something worthwhile, and demanding a chance to grow. Often these needs are largely overlooked by the supervisor and the result is frustration for the worker.Fundamentally, the problem can be raised in question form as follows: How can we apply the knowledge we have gained to the problem of motivating people? In posing this question, certain conditions must be recognized: 1) One cannot blanket all workers by a general formula. Motivation is an individual matter, and one needs to know and understand as best one can the individual who is to be motivated. 2) One will not be able to motivate others for any length of time if such motivation is used for personal or selfish reasons, i.e., if people are being used for one's own gain. 3) A most important condition, one that cannot be overlooked, is that individuals have their own goals, objectives and aspirations. Unfortunately and all too frequently, only the organization's goals are considered. True, these are important, but equally important is the need to help the individual seek to achieve his goals within the context of the organization's goals. It is a concept of integration, of the realization of individual goals within the larger framework of the organization. It is possible, and it becomes an essential element in motivating others.Along with the above concept flows the process of giving greater freedom and responsibility to the individual to direct his own activities for the accomplishment of organizational objectives. At the same time, this will provide the individual with the opportunity to meet his own egoistic needs. Along with this one can allow the individual to enlarge his job responsibilities and more fully to utilize his abilities. Here one is providing the opportunity of challenge, and the environment for accomplishment, and again one sees conditions being provided for the meeting of higher level needs.Finally there is the matter of appraisal. Ratings and evaluations of workers have long been in use. In general, they have not been very successful, and much of thecause is related to the fact that they have been used critically, destructively, and with little sound data to support the evaluation. Within this process of appraisal, however, there lies good potential for motivation of the worker. But first, it becomes necessary that we reverse the attitude that the appraisal process is destructive. It must be used to allow the employee to set objectives or goals for himself and his work. It can be used to allow the individual to evaluate himself, or, as in the case of General Electric, IBM, General Mills, and others, it can be used as a process of self-evaluation by the employee as well as his supervisor. Regardless of specific technique, the fundamental factor is that evaluations become a constructive developmental approach which can be vitally effective in the motivational process.In conclusion, one can see the supervisor as one of the prime forces in the motivational process. His prime role is one of developing people who want to participate spontaneously and cooperatively in reaching both organizational and personal goals.Source: Charles H. Goodman. Employee Motivation[J]. LibraryTrends.1971(7).pp:39-47译文：员工激励激励他人的问题可能跟人类历史一样古老，或者至少跟当人发现自己只能跟其他人一起通过努力和能力相结合完成特定任务的想法出现的时候一样古老。

员工激励中英文对照版

1早安正能量If you should put even a little on a little,and should d o this often,soon this too would become big.伟大的事业是通过不懈努力，一砖一瓦堆起来的。

——赫西奥德2The important thing in life is to have a great aim, and the determination to attain it.——Goethe人生最重要的是树立一个远大的目标，并下定决心去实现它。

——歌德3Man cannot discover new oceans unless he has coura ge to lose sight of the shore.——A.Gide人只有鼓起勇气，告别海岸，才能发现新的海洋。

——纪德早安正能量The greatest test of courage on earth is to bear defeat without losing heart.世界上对勇气的最大考验是忍受失败而不丧失信心。

4早安正能量The drop of rain makes a hole in the stone, not by violence, but by of falling. 雨滴穿石，不是靠蛮力，而是靠持之以恒。

——拉蒂默（Latimer）5We早安正能量We must accept finite disappointment, but we must never lose infinite hope.我们必须接受失望，因为它是有限的，但千万不可失去希望，因为它是无穷的。

-- 马丁·路德·金6A man is not old as long as he is seeking something. A man is not old until regrets take the place of dreams.只要一个人还有追求，他就没有老。

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1早安正能量If you should put even a little on a little, and should d o this often, soon this too would become big.伟大的事业是通过不懈努力，一砖一瓦堆起来的。

——赫西奥德2The important thing in life is to have a great aim, and the determination to attain it.——Goethe人生最重要的是树立一个远大的目标，并下定决心去实现它。

——歌德3Man cannot discover new oceans unless he has coura ge to lose sight of the shore.——A. Gide人只有鼓起勇气，告别海岸，才能发现新的海洋。

——纪德早安正能量The greatest test of courage on earth is to bear defeat without losing heart.世界上对勇气的最大考验是忍受失败而不丧失信心。

4早安正能量The drop of rain makes a hole in the stone, not by violence, but by of falling.雨滴穿石，不是靠蛮力，而是靠持之以恒。

——拉蒂默（Latimer）5早安正能量We must accept finite disappointment, but we must never lose infinite hope.我们必须接受失望，因为它是有限的，但千万不可失去希望，因为它是无穷的。

-- 马丁·路德·金6A man is not old as long as he is seeking something. A man is not old until regrets take the place of dreams.只要一个人还有追求，他就没有老。

直到后悔取代了梦想，一个人才算老。

7——巴里摩尔Walking towards the certain goal is "aspiration", at one fling never stop is "will", and both together are the "ambition”. Everything success or failure depends on this. - Carnegie朝着一定目标走去是“志”，一鼓作气中途绝不停止是“气”，两者合起来就是“志气”。

一切事业的成败都取决于此。

——卡耐基Walking towards the certain goal is "aspiration", at one fling never stop is "will", and both together are the "ambition”. Everything success or failure depends on this. - Carnegie8Success is the ability to live your life the way you want to live it, doing what you most enjoy, surrounded by people you admire and respect. In a larger sense, success is the ability to achieve your dreams, desires, hopes, wishes, and goals in each of the important areas of your life. 成功是一种能力，让你能够过自己向往的生活，做自己喜欢的事，与自己尊敬及喜爱的人在一起。

从更广泛的意义上说，成功是在生活每一个重要的领域中达成梦想、渴望、希望，愿望和目标的能力。

9The man who has made up his mind to win will never say "Impossible". 凡是决心取得胜利的人是从来不说"不可能"的.--Napoleon拿破仑10Ideal is the beacon.Without ideal,there is no secure direction;without direction,there is no life.理想是指路明灯。

没有理想，就没有坚定的方向；没有方向，就没有生活。

——托尔斯泰11Life is measured by thought and action,not by time.衡量生命的尺度是思想和行为，而不是时间。

——Lubbock12早安正能量Life is measured by thought and action,not by time.衡量生命的尺度是思想和行为，而不是时间。

——Lubbo ck13早安正能量Life is just a series of trying to make up your mind.生活只是由一系列的努力所构成。

——T.Fuller 14早安正能量Victory won't come to me unless I go to it.胜利是不会向我们走来，我们必须自己走向胜利。

——穆尔15良好的开端，等于成功的一半Well begun is half done.——柏拉图16Great works are performed not by strengh, but by perseveranc e.完成伟大的事业不在于体力，而在于坚韧不拔的毅力。

——约翰逊. S. 1．The shortest answer is doing. 最简短的回答就是行动。

2．Doing what you like is freedom, liking what you do is happiness.自由是做你自己喜欢的事，而幸福却是喜欢你自己做的事。

3 If you don't build your dream, someone will hire you to build theirs.如果你没有梦想，那么你只能为别人的梦想打工。

4 Ability may get you to the top, but it takes character to keep you there. 能力会让你青云直上，到达顶峰，但必须靠足够的人格魅力，才能让你留在那里。

5 Don't judge each day by the harvest you reap but by the seeds that you plant.不要用收获来判断每一天，而是看你每天播种了多少。

6It is not enough to be industrious, so are the ants. What are you industrious about?光勤劳是不够的，蚂蚁也是勤劳的。

要看你为什么而勤劳。

——梭罗7 Only those who have the patience to do simple things perfectly ever acquire the skill to do difficult things easily.只有有耐心圆满完成简单工作的人，才能够轻而易举地完成困难的事。

——德国剧作家、诗人席勒8Don't wait for the perfect moment. Take the moment and make it perfect.不要等待完美时刻的到来。

抓住当下，让它成为完美时刻。

9 Happiness isn't getting all you want. It's enjoying all you have.幸福不是得到你想要的一切，而是享受你所拥有的一切。

10 No one can bargain with life. You must endeavor as long as you are alive.没有人可以和生活讨价还价，所以只要活着，就一定要努力。

11 The fastest pace is not cross over, but continued; the slowest pace is not small, but wander.最快的脚步不是跨越，而是继续；最慢的步伐不是小步，而是徘徊。

12When you are grateful, fear disappears and abundance appears.当你心存感恩，恐惧会消失，内心也会感到丰裕富足。

13Seek mickle, and get something; seek little, and get nothing.寻找多一些，就得着一些。

寻找少一些，就一无所得。

14If you want something you've never had, then you've got to do something you've never done.如果你想要你从未拥有过的东西，那么你必须去做你从未做过的事。

15There are no shortcuts to any place worth going.任何值得去的地方，都没有捷径16 A successful man is one who can lay a firm foundation with the bricks others have thrown at him.成功的人是能够拿别人扔过来的砖头为自己垒砌坚强地基的人。

17courage was not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear. 勇气不是没有恐惧，而是战胜恐惧。

勇者不是感觉不到害怕的人，而是克服自身恐惧的人。

18 Happiness is not something you postpone for the future;it is something you design for the present.——Jim Rohn 幸福不应该等到未来去拥有，而是为了当下所准备。

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