关于员工激励机制的英文文献

中小企业激励机制外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：The performance inspection and drive mechanism As everyone knows, the incentive system is a modern enterprise system, one of the core content, is to establish the enterprise's core competitiveness the cornerstone of enterprise management is an integral part of the essence. Inspired the term "Chi Hay" as "so excited heart", that is to stimulate people's motives, the acts of people induced to produce a built-in momentum towards the desired goal of the process. As the name suggests, the so-called negative incentives is a breach of individual organizational goals to punish non-expected behavior, so that it does not recur, so that individual initiative the goal of moving in the right direction of transfer, disciplinary action for specific performance, economic sanctions, reduction in rank, descending pay-out and so on. In the modern enterprise management attaches great importance to the entrepreneurs are inspired, and often neglected the role ofnegative incentives, therefore, this article talk about the negative incentives in the enterprise management application.Negative incentives in the role of corporate governance1 Negative incentives to control employee behavior is a hidden "stop line"Just as the boundaries of morality and the law as beyond the boundaries of ethics is bound to be punished by law, a negative incentive is the case, has day-to-day business of the general code of conduct, management systems and so on, beyond the guidelines, the system will be subject to certain sanctions . Of course, the negative incentive measures and means to exist in most of the corresponding enterprise management system. Negative incentives as a "stop line", perhaps as a few employees noted that the staff actually control behavior played an indispensable role in the nurture of day-to-day, the staff, consciously or unconsciously, have accepted this kinds of negative incentive regulation, the invisible to the management of behavior of a virtuous cycle of sustained effect. For example, in the system provides that "a deduction for being late to work 100", all the staff all know can not be late, or else they would be punished, under normal circumstances, employees naturally developed a habit to go to work on time, managers applied only bound by a negative incentive mechanism to manage the entire enterprise of labor discipline, we can see, the hidden "stop line" how important.2 Negative incentives can play the role of a warning to othersOn more than a negative incentive systems are often bound by the boundaries of employee behavior, but this does not mean that all employees will comply with the agreed rules, as not all have the law will be law-abiding citizens, the total staff will be guilty of some kinds of errors Otherwise, the legal system and the enterprise system of negative incentives no longer necessary, which means, when the number of employees bound to overcome these consequences will be punished accordingly, and the nature of this punishment is mandatory and the threat of nature, the deterrent effect, often played the role of set an example and really make it impossible for workers to accept the psychological behavior of enterprise management respect, thereby enhancing self-management behavior. For example, suppose acompany in the month, a 3 million to go to work late, this month 3 business deduction 100 Yuan each, and to notice, it will make employees aware that such a negative incentive is not a means of display, but very good to maintain labor discipline of enterprises.3 Negative psychological motivations of employees is greater than the impact of recurrent excitationIs the so-called incentives are in line with the organizational goals of individual acts of reward expectations in order to make more of such acts appeared to raise the enthusiasm of individuals, mainly for employees, such as reward and recognition. However, employees are inspired to gradually dilute the psychological impact, especially for high-paying white-collar class, a survey showed that in China, a monthly salary of 5,000 Yuan higher than the class, for the reward in 10% of the amount of incentives, the overwhelming majority of staff "No feel" because of higher relative to their total remuneration for this award is insignificant, it is hardly surprising that they do not care, and often will fall into the hands of recognition used to "inertia" of the trap. And the psychological impact of negative incentive is huge and has a dual nature, from the physical point of view, under normal circumstances would have been able to get was not punishment, is a double loss and, more importantly, the spirit by combat, psychological fluctuations can be imagined, business incentives is the way through the negative psychological impact from the impact of their actions to achieve the purpose. As in the previous case, a late white-collar workers was 100 Yuan and deduction notice is very worried about this white-collar employees to change his awareness of his psychological impact was not able to be measured by money.4 The positive effect of negative incentivesSimply understood literally, it is often thought to play a negative incentive effect is negative, on the contrary, we in the enterprise management process is to play a positive effect of negative incentives. The above mentioned "stop line" or a warning to others, or all of the negative incentives or means to regulate employee behavior are, in order to conduct business management services. A few days ago, a research report that the current personnel management "can not post, the salary can be increased can not be reduced, the annualassessment is only good, competent, there is no or a very small number of incompetent," and many other phenomena have stemmed from not negative incentive system, which eventually led to a lack of passion and the entire collective vitality, creativity and enthusiasm is not high. Cases from the above analysis, the parties may be a punishment is negative, the negative side, but should be noted that if there are no such negative incentive measures, the wrongful act of a laissez-faire attitude of staff, we can imagine the fate of an enterprise will be How would, in fact, this is only a small number of people on the punishment, the effect is to enable enterprises to comply with the majority of "rules of the game", the positive effect is much larger than the negative effect; for the parties, the negative impact is only temporary, and only he recognized that errors and corrections, the final result is positive.5 The implementation of incentives can not be a negative biasIn the Constitution provides that "everyone is equal before the law," The same is true of negative incentives in the conduct of corporate management to achieve "equality before the negative incentives", which is the implementation of the incentive to be more accurate and appropriate degree of difficulty than Great. Negative incentives in the implementation is often different from the incentives, incentives are often biased in favor of the "icing on the cake," a little more less, less staff than accounting; and negative incentives are different, once the bias, employees will be over, will lead to enterprise management the authority of those who suffer, and even lead to ineffective corporate governance system. For example, an employee for being late, because employees can not be said that he was on his way traffic, there is no subjective error and give up their punishment, or the next because of "traffic" will be late, more and more managers because it is impossible to implement really traffic, managers can also be understood: As it is known that the peak period of work may be traffic congestion, why can not this early point of departure? Should not vary from person to person, such as a wife or relatives leadership to give up their punishment for being late, then all the systems will be a mere formality, corporate governance, sink into a chaotic state.6 In the face of negative incentives to managers to lead by exampleLeadership as a business, managers should be willing to "loss" itself, it is necessary to accompany staff to accept the burden of responsibility should be to enable the staff will not be convincing. In the power industry for many years of day-to-day management of the "monthly economic assessment methods accountability" and "Points management regulations" are two well-established management practices, these two approaches to the conduct of employees as defined in detail, the vast majority the majority of negative incentive measures, a smallnumber of positive incentives, which is a good part of punishment for the next level of employees, higher level managers to be a certain percentage of the associated penalties, since the theory is wrong on the lower level employees at least bear management responsibility, the penalties associated with negative incentive measures to implement greater interoperability, the higher level can say. There is also a subordinate enterprises, the establishment of the "three German banks" management approach, that is, professional ethics, social ethics and family virtues, and management areas within the eight-hour extension from the outside to eight hours to count each and every member of the "three ethics" of the gold, as a punishment "Three Morals" of loan interest, deposit interest rates as a reward, but the leadership of more severe joint and several liability, "Three Morals" of points is the average of employees, by employees of the system greatly recognition.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 is, 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 to organize, 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 prideand 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 this, 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 Shimon 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 this? 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 care and 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. 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 recognition of the meeting, issued certificate, honor roll, in the company's internal and external publicity on themedia 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, and enterprises reported that the reporting system, the association manager to receive the system date.译文：绩效考核与员工激励众所周知，激励制度是现代企业制度的核心内容之一，是确立企业核心竞争力的基石，是企业管理中的精髓组成部分。

企业激励员工英文作文英文：As a business owner, I believe that motivating employees is essential for the success of any company. There are many ways to incentivize employees, and in my experience, a combination of both financial and non-financial rewards works best.Financial incentives such as bonuses, profit-sharing, and stock options can motivate employees to work harder and be more productive. It's important to make sure that these incentives are tied to specific goals or milestones, so employees know exactly what they need to do to earn them. However, financial incentives alone are not enough to keep employees engaged and motivated.Non-financial rewards such as recognition, flexible work arrangements, and opportunities for professional development are also important. Employees want to feelvalued and appreciated, and these types of rewards can help foster a positive work environment and improve employee morale. For example, I once had an employee who was struggling with work-life balance. We worked together to come up with a flexible schedule that allowed her to attend to her personal responsibilities while still meeting her work obligations. This simple accommodation made a huge difference in her motivation and productivity.In addition to financial and non-financial rewards,it's important to create a culture of open communication and feedback. Employees want to feel heard and have a sense of ownership over their work. Regular check-ins and performance reviews can provide opportunities for constructive feedback and goal-setting, which can help employees feel more invested in their work.Ultimately, incentivizing employees is about creating a positive work environment that values and supports its employees. By offering a combination of financial and non-financial rewards, fostering open communication and feedback, and creating a culture of appreciation,businesses can motivate their employees to perform at their best and achieve success.中文：作为企业主，我相信激励员工对于任何公司的成功都是至关重要的。

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。

激励机制英语范文Incentive Mechanisms in the Workplace: Driving Performance and Motivation.Incentive mechanisms are crucial components of any organizational strategy aimed at enhancing employee performance, motivation, and overall organizational success. These mechanisms are designed to align individual goalswith organizational objectives, creating a mutually beneficial system that rewards desired behaviors and outcomes. By understanding the principles and bestpractices of incentive mechanisms, organizations can effectively leverage them to drive productivity, innovation, and a positive work environment.Types of Incentive Mechanisms.Incentive mechanisms can take various forms, each with its own unique advantages and applications:1. Monetary Incentives: Monetary incentives, such as bonuses, commissions, and profit-sharing schemes, provide tangible financial rewards for achieving specific performance targets or exceeding expectations. These incentives are highly effective in motivating employees to pursue ambitious goals and deliver exceptional results.2. Non-Monetary Incentives: Non-monetary incentives encompass a wide range of rewards that do not involve financial compensation. These may include recognition and appreciation, opportunities for professional development, flexible work arrangements, or additional benefits. Non-monetary incentives can be particularly effective in fostering employee engagement, job satisfaction, and a sense of belonging.3. Team-Based Incentives: Team-based incentives reward collective performance rather than individual achievements. This approach promotes collaboration, teamwork, and a shared sense of responsibility. Team-based incentives can be especially valuable in projects that require cross-functional cooperation or when fostering a cohesive teamenvironment is essential.4. Long-Term Incentives: Long-term incentives, such as stock options, deferred compensation plans, or retirement contributions, provide rewards that are tied to the long-term performance and success of the organization. These incentives encourage employees to invest in the company's future and align their interests with long-term organizational goals.5. Extrinsic vs. Intrinsic Incentives: Extrinsic incentives are external rewards that come from outside the individual, such as monetary compensation or recognition. Intrinsic incentives, on the other hand, are internal rewards that stem from within the individual, such as a sense of accomplishment or personal growth. Both types of incentives can be effective in driving motivation, but intrinsic incentives often lead to more sustainable and long-lasting behavioral change.Effective Implementation of Incentive Mechanisms.To effectively implement incentive mechanisms, organizations should consider the following best practices:1. Clear and Measurable Goals: Incentives should be linked to specific, measurable, achievable, relevant, and time-bound (SMART) goals. Clearly defined goals provide employees with a clear understanding of what is expected of them and how their performance will be evaluated.2. Fairness and Equity: Incentive mechanisms should be perceived as fair and equitable by all employees. This means ensuring that rewards are proportionate to the effort and contribution of each individual or team. Fairness and equity foster a sense of trust and motivation among employees.3. Alignment with Organizational Objectives: Incentives should be aligned with the strategic objectives of the organization. By linking rewards to desired outcomes, organizations can effectively drive employee behavior towards achieving critical business goals.4. Variety and Flexibility: Organizations should consider offering a variety of incentive mechanisms tocater to different employee preferences and motivations. Flexibility allows organizations to tailor incentives tothe specific needs of their workforce and the nature of the work being performed.5. Regular Evaluation and Adjustment: Incentive mechanisms should be regularly evaluated and adjusted based on their effectiveness and employee feedback. This ongoing process ensures that incentives remain relevant, motivating, and aligned with changing organizational needs.6. Communication and Transparency: Open and transparent communication is essential for successful implementation of incentive mechanisms. Employees should be fully informed about the purpose, structure, and criteria of the incentives. This transparency builds trust and ensures that employees understand how they can earn rewards.Benefits of Incentive Mechanisms.Effective incentive mechanisms offer numerous benefits for organizations, including:1. Increased Productivity: Incentives provide employees with a tangible reason to perform at a higher level, leading to increased productivity and output.2. Enhanced Motivation: Incentives create a sense of purpose and drive, motivating employees to go the extra mile and exceed expectations.3. Improved Quality: By rewarding high-quality work, incentive mechanisms encourage employees to focus on delivering exceptional results.4. Fostered Innovation: Incentives can encourage employees to take risks, experiment with new ideas, and seek innovative solutions.5. Reduced Turnover: When employees feel valued and rewarded for their contributions, they are more likely to stay with the organization, reducing turnover and retentioncosts.6. Heightened Employee Satisfaction: Effectiveincentive mechanisms contribute to employee satisfaction by creating a sense of recognition, appreciation, and accomplishment.7. Strengthened Organizational Culture: Incentive mechanisms can help shape the desired organizationalculture by promoting values such as performance, collaboration, and innovation.Conclusion.Incentive mechanisms are powerful tools that organizations can leverage to drive employee performance, motivation, and overall organizational success. By understanding the different types of incentives, considering best practices for their implementation, and aligning them with organizational objectives, organizations can create an effective incentive system that motivatesemployees, fosters a positive work environment, and ultimately achieves desired business outcomes.。

一、激励理论的背景在经济发展的过程中,劳动分工与交易的出现带来了激励问题。

激励理论是行为科学中用于处理需要，动机，目标和行为四者之间关系的核心理论。

行为科学认为人的动机来自需要，由需要确定人们的行为目标，激励则作用于人内心活动，激发，驱动和强化人的行为。

哈佛大学维廉詹姆士研究表明：在没有激励措施下,下属一般仅能发挥工作能力的20%～30%，而当他受到激励后,其工作能力可以提升到80%～90%，所发挥的作用相当于激励前的3到4倍。

日本丰田公司采取激励措施鼓励员工提建议，结果仅1983年一年，员工提了165万条建议，平均每人31条，它为公司带来900亿日元利润，相当于当年总利润的18%。

由于激励的效果明显，所以各种组织为了提高生产效率，有些专家学者就开始了对激励理论的研究之中，探索激励的无穷潜力。

二、国外研究现状国外对于激励理论有了大量的研究并获得了丰硕的成果。

总体来说，可以分为两类激励理论。

一类是以人的心理需求和动机为主要研究对象的激励理论，熟称“内容型激励理论”。

另一类是以人的心理过程和行为过程相互作用的动态系统为研究对象的激励过程理论,它也被称作是“行为型激励理论”。

1 内容型激励理论1.1 奠瑞的人类人格理论这种理论认为，在面临着动态且不断变化的环境时，人们都是自适应的。

它把需求分成了两种类型，即生理需求和心理需求。

前者与人体基本生理过程的满足感有关，而后者所关注的是情绪上和精神上的满足感。

1.2 马斯洛的“需要层次”理论美国心理学家马斯洛(A.H.Maslow)进一步发展了莫瑞的研究，在1954年出版的《动机与人格》一书中对该理论作了进一步的阐释。

马斯洛认为人的需要可以划分为五个层次，从低到高依次为生理需要，安全需要，社交需要，尊熏需要，自我实现需要，且这五个层次的顺序，对每个人都是相同的。

只有当较低层次的需要获得了基本满足后，下一个较高层次的需要才能成为主导需要。

1.3 赫茨伯格的激励—保健双因素理论美国心理学家赫茨伯格因素理论打破了这一假设。

——赫西奥德一、激励理论的背景在经济发展的过程中,劳动分工与交易的出现带来了激励问题。

激励理论是行为科学中用于处理需要，动机，目标和行为四者之间关系的核心理论。

行为科学认为人的动机来自需要，由需要确定人们的行为目标，激励则作用于人内心活动，激发，驱动和强化人的行为。

哈佛大学维廉詹姆士研究表明：在没有激励措施下,下属一般仅能发挥工作能力的20%～30%，而当他受到激励后,其工作能力可以提升到80%～90%，所发挥的作用相当于激励前的3到4倍。

日本丰田公司采取激励措施鼓励员工提建议，结果仅1983年一年，员工提了165万条建议，平均每人31条，它为公司带来900亿日元利润，相当于当年总利润的18%。

由于激励的效果明显，所以各种组织为了提高生产效率，有些专家学者就开始了对激励理论的研究之中，探索激励的无穷潜力。

二、国外研究现状国外对于激励理论有了大量的研究并获得了丰硕的成果。

总体来说，可以分为两类激励理论。

一类是以人的心理需求和动机为主要研究对象的激励理论，熟称“内容型激励理论”。

另一类是以人的心理过程和行为过程相互作用的动态系统为研究对象的激励过程理论,它也被称作是“行为型激励理论”。

1 内容型激励理论1.1 奠瑞的人类人格理论这种理论认为，在面临着动态且不断变化的环境时，人们都是自适应的。

它把需求分成了两种类型，即生理需求和心理需求。

前者与人体基本生理过程的满足感有关，而后者所关注的是情绪上和精神上的满足感。

1.2 马斯洛的“需要层次”理论美国心理学家马斯洛(A.H.Maslow)进一步发展了莫瑞的研究，在1954年出版的《动机与人格》一书中对该理论作了进一步的阐释。

马斯洛认为人的需要可以划分为五个层次，从低到高依次为生理需要，安全需要，社交需要，尊熏需要，自我实现需要，且这五个层次的顺序，对每个人都是相同的。

只有当较低层次的需要获得了基本满足后，下一个较高层次的需要才能成为主导需要。

1.3 赫茨伯格的激励—保健双因素理论美国心理学家赫茨伯格因素理论打破了这一假设。

The performance inspection and drive mechanismHuman resources as the modern enterprise of a kind of strategic resources, has become the most important factor for enterprise development. In the human resources management of numerous content, incentive question is one important content of. Incentive scientific or not, relates directly to the stand or fall of human resource use. Many enterprises have a brain drain phenomenon, cannot keep talents restricts enterprise development has become one of the important factors. Effective incentive is the key to this question. Any enterprise is by the people to manage, and be in enterprise middleman's enthusiasm height, is crucial to the success of the enterprise decision factors. So, for companies to, its vigorous vitality from the employee's infinite vigor, how to motivate employees of energy? Must on employees effective incentive. Therefore, the enterprise human resources management core is to incentive mechanism as lever, arousing the enthusiasm of the employees, initiative.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 this? 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 care and 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.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 provideopportunities 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 recognition of 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.绩效考核与员工激励人力资源作为现代企业的一种战略性资源，已经成为企业发展的最关键因素。

企业激励机制英语作文First, the concept of incentive mechanismIncentive mechanism refers to the working system and norms formed by enterprise managers after optimize the allocation and management mode of resources in the enterprise on the basis of fully analyzing the actual needs of employees, which can be carried out for a long period of time and guide the thoughts and behaviors of employees.The ultimate goal of establishing incentive mechanism is in order to better stimulate employees work enthusiasm, inspire its creative thinking, in general, the effective incentive mechanism need to meet the core needs of people, create a fair environment, design more attractive work, set the target, strengthen return expected five aspects to work With the help of these specific work to guide people's behavior, stimulate their internal potential, and ensure the maximum output of the enterprise operation in a healthy and orderly state.Second, the importance of incentive theory in enterprise management(1) Incentive can mobilize the enthusiasm of employees and improve enterprise performanceFor enterprises, the acquisition of performance is the core issue of its concern. Only with good performance can enterprises achieve better survival and development.In enterprises, there are often some phenomena that usually get better performance than those who are able to work, which is not conducive to the creation of a fair environment within the enterprise.Generally speaking, a good performance level is not only determined by the personal factors of employees, but also closely related to the current incentive mechanism and the specific working environment of the enterprise. The enterprise incentive mechanism determines the development of employees' personal ability, which can better mobilize the enthusiasm of employees and improve the enterprise Performance of the industry.(2) Incentive helps to improve the quality of employeesWith the help of incentive mechanism to effectively regulate the behavior of employees, such as through outstanding ability to reward, punishment with the status quo of employees, can form acertain tense atmosphere within the enterprise, let employees under pressure to their own behavior have more constraints, become more conscious, active to work, learning, on the basis of realizing employees personal quality promotion to promote the forward and development of the enterprise.(3) Effective incentives are conducive to enhancing the cohesion of enterprisesThe strong and weak cohesion of the enterprise is closely related to the future development of the enterprise. When the cohesion is strong, the relationship between the enterprise and its employees, and between employees and employees will be more harmonious, and various goals will be easier to achieve.The establishment of an effective incentive mechanism can better unify the internal cultural value concept of the enterprise and the personal life values of the employees, ensure the consistency of personal interests and collective interests, effectively enhance the vitality of the enterprise, and make the enterprise embrace together from top to bottom, forming a joint development force.Third, the application of incentive mechanism in enterprises(1) Increasing income and welfareEconomic reasons are one of the main reasons for talent flow. The level of income and welfare directly affect the personal self-satisfaction of employees.Enterprises need to establish a tiered income mechanism to measure the value of employees with different standards of income.At the same time, enterprises also need to establish a new buffet-type welfare system, so that employees can choose benefits according to their own needs.(2) Improve job satisfactionEmployees' satisfaction with their job is job satisfaction.In business management, it is necessary to be aware that the design of an attractive job can not only increase their job satisfaction, but also motivate their employees.Enterprises should pay full attention to the creation of an office environment, so that employees can get better work efficiency in a comfortable office environment, and set up a corporate image to strengthen the pride of employees.Enterprises also need to adhere to the people-oriented concept in the management, fully respect the labor of employees, do not casually deny the labor results of employees, so as not to hitthe work enthusiasm of employees.(3) Improve the affinityThe so-called affinity, in fact, is that the management extends from the enterprise to the private scope of employees, in the daily communication and interpersonal relationship process, to realize the incentive effect of employees.First of all, the enterprise can establish internal newspapers and periodicals, create an effective communication platform, so that employees have more channels for feedback, voice communication, greatly enrich the spare time life of employees, but also can organize more competitions in ordinary times.Secondly, we also need to give employees more care with practical actions.For example, ordering employees a song on their birthday, or sending a bunch of flowers, which touches the employee Moving is far more effective than empty preaching, so that employees can more deeply feel the love and care within the enterprise.(4) Strengthen employees' sense of securityEnterprises need to constantly improve their affinity, and strengthen the trust of employees on the basis of constantlyproviding a guarantee for the lives of employees 'lives, which can greatly stimulate the work enthusiasm of the company's employees.First, companies need to buy medical care and pension insurance for their employees.Medical insurance and endowment insurance is the basic social insurance, which can effectively solve the work concerns of employees, and be more actively put into the practical work.You can also provide housing subsidies or interest-free housing loans for your employees.For Chinese people, having a house is a sense of security.Secondly, establish a contingent system in enterprises.At present, many people have a concept, in private, foreign-funded enterprises Do, do good or bad are the boss has decided, without any guarantee, the work is difficult to settle down, need to establish a contingent system, when the staff can no longer be competent for the job can get a certain severance fee, play a role in calming the mood.Finally, enterprises also need to constantly improve the existing vacation system.Employee's life in addition to work also includes vacation, vacation in addition to the national legal holidays, there should also be given according to the actual working years of vacation treatment.(5) Provide personal development opportunitiesEnterprises can create more learning, training and promotion space for employees, so that employees can have more opportunities to learn new knowledge, contact with new skills, and achieve better development on the basis of continuous self-improvement.Some rewards can be given to the employees who participate in continuing education and get good grades to encourage them to learn actively.For large enterprises, they can establish their own special training bases through their own strength, and require the branches to regularly send employees to receive training. Just like the Zhengda Group, this way can not only strengthen the communication and interaction between different branches, but also effectively reduce the training cost.Also can Rotation between different departments and positions, flexibly assigning work tasks, and giving employees more opportunities to learn from teachers and learn from new things.In order to achieve further improvement and realize sustainable development, modern enterprises cannot leave to play the creativity of employees and the role of work enthusiasm. In order to effectively manage theenterprise, it cannot do without a certain incentive mechanism.As the saying goes, people die, enterprise managers need to have a certain understanding of incentive theory, and fully apply incentive theory in the actual management process, combined with the actual situation of the enterprise, and use diversified and attractive incentive means and methods to stimulate employees Internal potential, to make the greatest contribution to the development of the enterprise.。

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。

关于如何激励员工的英文文章Here is an English article about how to motivate employees:Motivating employees is crucial for the success of any organization. When employees are motivated, they are more productive, creative, and engaged, which leads to better business outcomes. Here are some tips on how to motivate employees:1. Set clear goals and expectations: Employees need to know what is expected of them and what they need to do to achieve those goals. Clear goals and expectations help employees stay focused and motivated.2. Provide recognition and rewards: Employees like to feel appreciated for their hard work. Recognizing and rewarding employees for their achievements can go a long way in motivating them.3. Offer growth opportunities: Employees want to feel like they are growing and developing in their careers. Offering training, development opportunities, and promotions can help motivate employees.4. Foster a positive work environment: A positive work environment can have a big impact on employee motivation. This includes creating a supportive and collaborative culture, providing adequate resources and tools, and listening to employee feedback.5. Communicate effectively: Good communication is essential for motivation. Employees need to feel like they are in the loop and that their opinions matter. Regular communication from management can help keep employees motivated.6. Empathize with employees: Employees have personal lives outside of work that can impact their motivation and productivity.Showing empathy and understanding can help build trust and loyalty.。