劍橋雅思6 Test 3 Passage 2閱讀原文翻譯Motivating Employees under Adverse Conditions

劍橋雅思6 Test 3 Passage 2閱讀原文翻譯Motivating Employees under Adverse Conditions，今天中國教育在線就來為大家分析這個(gè)問題。

Motivating Employees under Adverse Conditions

在不利情況下激勵(lì)員工

劍橋雅思6 Test 3 Passage 2閱讀原文翻譯

挑戰(zhàn)

It is a great deal easier to motivate employees in a growing organisation than a declining one.When organisations are expanding and adding personnel,promotional opportunities,pay rises,and the excitement of being associated with a dynamic organisation create feelings of optimism.Management is able to use the growth to entice and encourage employees.When an organisation is shrinking,the best and most mobile workers are prone to leave voluntarily.Unfortunately,they are the ones the organisation can least afford to lose–those with the highest skills and experience.The minor employees remain because their job options are limited.

在成長中的組織中激勵(lì)員工要比在衰落中的組織這么做容易得多。當(dāng)組織不斷壯大并增加人員時(shí)，晉升機(jī)會(huì)，加薪以及與充滿活力的組織相關(guān)聯(lián)的興奮會(huì)產(chǎn)生樂觀的感覺。管理層能夠利用這一增長來吸引和鼓勵(lì)員工。當(dāng)組織機(jī)構(gòu)萎縮時(shí)，最優(yōu)秀，流動(dòng)性最好的員工往往會(huì)自愿離開。不幸的是，他們是組織最無法承受的損失-具有最好技能和經(jīng)驗(yàn)的人。次要的雇員留下是因?yàn)樗麄兊墓ぷ鬟x擇有限。

Morale also suffers during decline.People fear they may be the next to be made redundant.Productivity often suffers,as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs.For those whose jobs are secure,pay increases are rarely possible.Pay cuts,unheard of during times of growth,may even be imposed.The challenge to management is how to motivate employees under such retrenchment conditions.The ways of meeting this challenge can be broadly divided into six Key Points,which are outlined below.

士氣在衰落期間也遭受苦難。人們擔(dān)心他們可能會(huì)成為下一個(gè)多余的人。由于員文章來自老烤鴨雅思工將大部分時(shí)間用于傳播謠言并相互提供道德支持，而不是專注于工作，因此生產(chǎn)力通常會(huì)受到影響。對于那些工作穩(wěn)定的人來說，加薪幾乎不可能。甚至還可能實(shí)行降薪，這在增長時(shí)期聞所未聞。管理人員面臨的挑戰(zhàn)是如何在這種緊縮的條件下激勵(lì)員工。應(yīng)對挑戰(zhàn)的方法大致可分為六個(gè)關(guān)鍵點(diǎn)，概述如下。

要點(diǎn)一

There is an abundance of evidence to support the motivational benefits that result from carefully matching people to jobs.For example,if the job is running a small business or an autonomous unit within a larger business,high achievers should be sought.However,if the job to be filled is a managerial post in a large bureaucratic organisation,a candidate who has a high need for power and a low need for affiliation should be selected.Accordingly,high achievers should not be put into jobs that are inconsistent with their needs.High achievers will do best when the job provides moderately challenging goals and where there is independence and feedback.However,it should be remembered that not everybody is motivated by jobs that are high in independence,variety and responsibility.

有充分的證據(jù)支持將人們精心匹配工作所產(chǎn)生的動(dòng)機(jī)收益。例如，如果工作是經(jīng)營小型企業(yè)或大型企業(yè)中的自主部門，則應(yīng)尋求高成就者。但是，如果要擔(dān)任的職務(wù)是大型官僚組織中的管理職位，則應(yīng)選擇對權(quán)力有較高要求而對隸屬關(guān)系需求不大的候選人。因此，高成就者不應(yīng)從事與其需求不一致的工作。當(dāng)工作提供中等難度的目標(biāo)且有獨(dú)立性和反饋時(shí)，高成就者將會(huì)做到最好。但是，應(yīng)該記住，并不是每個(gè)人都會(huì)受到獨(dú)立性，多樣性和責(zé)任感高的工作的激勵(lì)。

要點(diǎn)二

The literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals.For those with high achievement needs,typically a minority in any organisation,the existence of external goals is less important because high achievers are already internally motivated.The next factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees.The answer to that depends on perceptions of goal acceptance and the organisation’s culture.If resistance to goals is expected,the use of participation in goal-setting should increase acceptance.If participation is inconsistent with the culture,however,goals should be assigned.If participation and the culture are incongruous,employees are likely to perceive the participation process as manipulative and be negatively affected by it.

關(guān)于目標(biāo)設(shè)定理論的文獻(xiàn)表明，管理者應(yīng)確保所有員工都有特定的目標(biāo)，并接受有關(guān)他們在這些目標(biāo)中表現(xiàn)的評(píng)價(jià)。對于那些具有較高成就要求的人（任何組織中的少數(shù)派），外部目標(biāo)的存在不那么重要，因?yàn)楦叱删驼咄呀?jīng)具有內(nèi)部動(dòng)機(jī)。下一個(gè)要確定的因素是目標(biāo)應(yīng)該由經(jīng)理分配還是與員工共同設(shè)定。答案取決于目標(biāo)接受度和組織文化。如果對目標(biāo)可能存在抵觸，那么參與目標(biāo)制定會(huì)增加接受度。但是，如果參與與公司文化不一致，則應(yīng)指定目標(biāo)。因?yàn)槿绻麉⑴c和公司文化不匹配，則員工可能會(huì)認(rèn)為參與過程受到操控，并因此受到負(fù)面影響。

要點(diǎn)三

Regardless of whether goals are achievable or well within management’s perceptions of the employee’s ability,if employees see them as unachievable they will reduce their effort.Managers must be sure,therefore,that employees feel confident that their efforts can lead to performance goals.For managers,this means that employees must have the capability of doing the job and must regard the appraisal process as valid.

無論目標(biāo)是否可以實(shí)現(xiàn)，或者是否在管理層對員工能力的認(rèn)知之內(nèi)，如果員工認(rèn)為目標(biāo)無法實(shí)現(xiàn)，他們將減少工作量。因此，管理人員必須確保員工對自己通過努力能夠?qū)崿F(xiàn)績效目標(biāo)充滿信心。對于管理人員來說，這意味著員工必須具有完成工作的能力，并且必須認(rèn)為評(píng)估過程是有效的。

要點(diǎn)四

Since employees have different needs,what acts as a reinforcement for one may not for another.Managers could use their knowledge of each employee to personalise the rewards over which they have control.Some of the more obvious rewards that managers allocate include pay,promotions,autonomy,job scope and depth,and the opportunity to participate in goal-setting and decision-making.

由于員工有不同的需求，因此對一個(gè)人的激勵(lì)可能不適合另外一個(gè)人。管理人員可以利用他們對每個(gè)員工的了解來個(gè)性化他們所控制的獎(jiǎng)勵(lì)。管理人員分配的一些顯而易見的獎(jiǎng)勵(lì)包括薪資，晉升，自主權(quán)，工作范圍和深度，以及參與目標(biāo)設(shè)定和決策的機(jī)會(huì)。

要點(diǎn)五

Managers need to make rewards contingent on performance.To reward factors other than performance will only reinforce those other factors.Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee’s specific goals.Consistent with maximising the impact of rewards,managers should look for ways to increase their visibility.Eliminating the secrecy surrounding pay by openly communicating everyone’s remuneration,publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.

管理人員需要根據(jù)績效來給予獎(jiǎng)勵(lì)。獎(jiǎng)勵(lì)績效以外的其他因素只會(huì)增強(qiáng)這些因素。應(yīng)根據(jù)員工是否實(shí)現(xiàn)特定目標(biāo)來給予關(guān)鍵性獎(jiǎng)勵(lì)，如加薪和晉升。與最大程度地發(fā)揮獎(jiǎng)勵(lì)的作用相一致，管理人員應(yīng)尋求提高可見度的方法。通過公開地交流每個(gè)人的薪酬，公布績效獎(jiǎng)金并一次性分配年薪增長而不是將其分?jǐn)偟秸麄€(gè)年度中，消除圍繞工資的保密性。這些舉動(dòng)將使獎(jiǎng)勵(lì)更加顯眼并且可能更具激勵(lì)作用。

要點(diǎn)六

The way rewards are distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given.On a simplistic level,experience,abilities,effort and other obvious inputs should explain differences in pay,responsibility and other obvious outcomes.The problem,however,is complicated by the existence of dozens of inputs and outcomes and by the fact that employee groups place different degrees of importance on them.For instance,a study comparing clerical and production workers identified nearly twenty inputs and outcomes.The clerical workers considered factors such as quality of work performed and job knowledge near the top of their list,but these were at the bottom of the production workers’list.Similarly,production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment,two factors that were quite low in the importance ratings of the clerks.There were also important,though less dramatic,differences on the outcome side.For example,production workers rated advancement very highly,whereas clerical workers rated advancement in the lower third of their list.Such findings suggest that one person’s equity is another’s inequity,so an ideal should probably weigh different inputs and outcomes according to employee group.

獎(jiǎng)勵(lì)的分配方式應(yīng)該保持透明，以便員工認(rèn)為獎(jiǎng)勵(lì)或成果是公正的，與投入相當(dāng)。簡單來說，經(jīng)驗(yàn)、能力、努力和其他明顯的投入應(yīng)該足以解釋薪酬、責(zé)任和其他明顯成果的差異。但是，由于存在數(shù)十種投入和成果以及員工群體對它們的重視程度不同，這一問題其實(shí)非常復(fù)雜。例如，一項(xiàng)比較辦公職員和生產(chǎn)工人的研究確定了近二十種投入和成果。辦公職員將諸如工作質(zhì)量和工作知識(shí)之類的因素放在他們的列表的頂部，但是這些因素卻在生產(chǎn)工人列表的底部。同樣，生產(chǎn)工人認(rèn)為最重要的投入是智力和完成任務(wù)的個(gè)人參與度，這兩個(gè)因素在文員的重要等級(jí)中都很低。結(jié)果方面也存在著重要的差異，盡管沒有那么戲劇性。例如，生產(chǎn)工人將晉升列地很高，而文職人員則將晉升放在他們列表的后三分之一處。這些發(fā)現(xiàn)表明，一個(gè)人的公平意味著另一個(gè)人的不公平，因此理想情況下，應(yīng)該根據(jù)員工群體權(quán)衡不同的投入和結(jié)果。

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