(完整版)外文翻译：中小型企业员工激励机制研究

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。

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。

中小企业员工激励机制研究引言：中小企业在当前的市场竞争中扮演着重要的角色，而其中的员工所起到的作用更是不可忽视。

然而，由于中小企业的资源相对有限，创造合适的员工激励机制成为了一项具有挑战性的任务。

本文将探讨中小企业员工激励机制的研究，并提出一些有效的解决方案。

一、中小企业员工激励的重要性中小企业员工激励是促使员工提高工作绩效的一种手段。

合理的激励机制能够激发员工的积极性和创造力，提高生产效率，帮助企业实现竞争优势。

同时，员工激励也能够增强员工的归属感和满意度，降低流失率，促进企业稳定发展。

二、中小企业员工激励机制存在的问题1.资源有限：中小企业的规模相对较小，财力不足以提供像大型企业那样的高额薪酬和福利待遇。

2.感受不到自己的价值：中小企业中，员工可能感受不到自己的工作对企业的重要性和产生的价值，导致工作动力下降。

3.缺乏晋升机会：中小企业由于规模有限，晋升机会相对较少，员工难以有更大的发展空间，容易导致职业瓶颈。

4.缺乏激励机制：中小企业对员工激励机制的设计与实施不够科学，过于简单单一，缺少长期可持续性的激励措施。

三、中小企业员工激励机制的解决方案1.建立完善的激励制度：中小企业可以建立完善的绩效评估体系和激励制度，将员工的表现与奖励挂钩，让员工看到自己的努力与收获之间的关系。

2.提供发展机会：中小企业可以通过提供培训计划和职业晋升通道给予员工发展的机会，让员工感受到自己的成长与进步。

3.注重个人成长：中小企业可以对员工进行定期评估及辅导，了解他们的职业规划和个人发展需求，并提供相应的支持和帮助。

4.公平公正的激励机制：中小企业应该建立起公平、公正的激励机制，避免内部不公平现象的出现，提高员工的工作积极性和工作满意度。

5.激发员工参与意识：中小企业应该鼓励员工参与企业的决策过程，让员工能够感受到自己在企业中的重要性和产生的价值。

结论：中小企业员工激励机制的成功与否直接关系到企业的发展和竞争力。

毕业论文（设计）外文翻译一、外文原文：原文：Employee MotivationNohria Nitin; Groysberg Boris; Lee Linda-ElingGetting people to do their best work，even in trying circumstances, is one of managers' most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history's most influential thinkers about human behavior -- among them Aristotle, Adam Smith, Sigmund Freud, and Abraham Maslow -- have struggled to understand its nuances and have taught us a tremendous amount about why people do the things they do.Such luminaries, however, didn't have the advantage of knowledge gleaned from modern brain science. Their theories were based on careful and educated investigation, to be sure, but also exclusively on direct observation. Imagine trying to infer how a car works by examining its movements (starting, stopping, accelerating, turning) without being able to take apart the engine.Fortunately, new cross-disciplinary research in fields like neuroscience, biology, and evolutionary psychology has allowed us to peek under the hood, so to speak -- to learn more about the human brain. Our synthesis of the research suggests that people are guided by four basic emotional needs, or drives, that are the product of our common evolutionary heritage. As set out by Paul R. Lawrence and Nitin Nohria in their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives to acquire (obtain scarce goods, including intangibles such as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosity and master the world around us); and defend (protect against external threats and promote justice). These drives underlie everything we do.Managers attempting to boost motivation should take note. It's hard to argue with the accepted wisdom -- backed by empirical evidence -- that a motivated workforcemeans better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and, thereby, increase their employees' overall motivation?We recently completed two major studies aimed at answering that question. In one, we surveyed 385 employees of two global businesses -- a financial services giant and a leading IT services firm. In the other, we surveyed employees from 300 Fortune 500 companies. To define overall motivation, we focused on four commonly measured workplace indicators of it: engagement, satisfaction, commitment, and intention to quit. Engagement represents the energy, effort, and initiative employees bring to their jobs. Satisfaction reflects the extent to which they feel that the company meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage in corporate citizenship. Intention to quit is the best proxy for employee turnover.Both studies showed, strikingly, that an organization's ability to meet the four fundamental drives explains, on average, about 60% of employees' variance on motivational indicators (previous models have explained about 30%). We also found that certain drives influence some motivational indicators more than others. Fulfilling the drive to bond has the greatest effect on employee commitment, for example, whereas meeting the drive to comprehend is most closely linked with employee engagement. But a company can best improve overall motivational scores by satisfying all four drives in concert. The whole is more than the sum of its parts; a poor showing on one drive substantially diminishes the impact of high scores on the other three.When it comes to practical implications for managers, the consequences of neglecting any particular drive are clear. Bob Nardelli's lackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on the drive to acquire at the expense of other drives. By emphasizing individual and store performance, he squelched the spirit of camaraderie among employees (their drive to bond) and their dedication to technical expertise (a manifestation of the need to comprehend and do meaningful work). He also created, as widely reported, a hostile environment that interfered with the drive to defend: Employees no longer felt theywere being treated justly. When Nardelli left the company, Home Depot's stock price was essentially no better than when he had arrived six years earlier. Meanwhile Lowe's, a direct competitor, gained ground by taking a holistic approach to satisfying employees' emotional needs through its reward system, culture, management systems, and design of jobs.An organization as a whole clearly has to attend to the four fundamental emotional drives, but so must individual managers. They may be restricted by organizational norms, but employees are clever enough to know that their immediate superiors have some wiggle room. In fact, our research shows that individual managers influence overall motivation as much as any organizational policy does. In this article we'll look more closely at the drivers of employee motivation, the levers managers can pull to address them, and the "local" strategies that can boost motivation despite organizational constraints.The Organizational Levers of MotivationAlthough fulfilling all four of employees' basic emotional drives is essential for any company, our research suggests that each drive is best met by a distinct organizational lever.The reward system. The drive to acquire is most easily satisfied by an organization's reward system -- how effectively it discriminates between good and poor performers, ties rewards to performance, and gives the best people opportunities for advancement. When the Royal Bank of Scotland acquired NatWest, it inherited a company in which the reward system was dominated by politics, status, and employee tenure. RBS introduced a new system that held managers responsible for specific goals and rewarded good performance over average performance. Former NatWest employees embraced their new company -- to an unusual extent in the aftermath of an acquisition -- in part because the reward system was tough but recognized individual achievement.Sonoco, a manufacturer of packaging for industrial and consumer goods, transformed itself in part by making a concerted effort to better meet the drive to acquire -- that is, by establishing very clear links between performance and rewards.Historically, the company had set high business-performance targets, but incentives had done little to reward the achievement of them. In 1995, under Cynthia Hartley, then the new vice president of human resources, Sonoco instituted a pay-for-performance system, based on individual and group metrics. Employee satisfaction and engagement improved, according to results from a regularly administered internal survey. In 2005, Hewitt Associates named Sonoco one of the top 20 talent-management organizations in the United States. It was one of the few mid-cap companies on the list, which also included big players like 3M, GE, Johnson & Johnson, Dell, and IBM.Culture. The most effective way to fulfill the drive to bond -- to engender a strong sense of camaraderie -- is to create a culture that promotes teamwork, collaboration, openness, and friendship. RBS broke through NatWest's silo mentality by bringing together people from the two firms to work on well-defined cost-savings and revenue-growth projects. A departure for both companies, the new structure encouraged people to break old attachments and form new bonds. To set a good example, the executive committee (comprising both RBS and ex-NatWest executives) meets every Monday morning to discuss and resolve any outstanding issues -- cutting through the bureaucratic and political processes that can slow decision making at the top.Another business with an exemplary culture is the Wegmans supermarket chain, which has appeared for a decade on Fortune's list of "100 Best Companies to Work For." The family that owns the business makes a point of setting a familial tone for the companywide culture. Employees routinely report that management cares about them and that they care about one another, evidence of a sense of teamwork and belonging.Job design. The drive to comprehend is best addressed by designing jobs that are meaningful, interesting, and challenging.Cirque du Soleil, is committed to making jobs challenging and fulfilling. Despite grueling rehearsal and performance schedules, it attracts and retains performers by accommodating their creativity and pushing them to perfect their craft. Its employeesalso get to say a lot about how performances are staged, and they are allowed to move from show to show to learn new skills. In addition, they get constant collegial exposure to the world's top artists in the field.Performance-management and resource-allocation processes. Fair, trustworthy, and transparent processes for performance management and resource allocation help to meet people's drive to defend. RBS, for instance, has worked hard to make its decision processes very clear. Employees may disagree with a particular outcome, such as the nixing of a pet project, but they are able to understand the rationale behind the decision. New technology endeavors at RBS are reviewed by cross-business unit teams that make decisions using clear criteria, such as the impact on company financial performance. In surveys, employees report that the process is fair and that funding criteria are transparent. Although RBS is a demanding organization, employees also see it as a just one.The Role of the Direct ManagerOur research also revealed that organizations don't have an absolute monopoly on employee motivation or on fulfilling people's emotional drives. Employees' perceptions of their immediate managers matter just as much. People recognize that a multitude of organizational factors, some outside their supervisor's control, influence their motivation, but they are discriminating when it comes to evaluating that supervisor's ability to keep them motivated. Employees in our study attributed as much importance to their boss's meeting their four drives as to the organization's policies. In other words, they recognized that a manager has some control over how company processes and policies are implemented.Employees don't expect their supervisors to be able to substantially affect the company's overall reward systems, culture, job design, or management systems. Yet managers do have some discretion within their spheres of influence; some hide behind ineffective systems, whereas others make the most of an imperfect model. Managers can, for example, link rewards and performance in areas such as praise, recognition, and choice assignments. They can also allocate a bonus pool in ways that distinguishbetween top and bottom performers. Similarly, even in a cutthroat culture that doesn't promote camaraderie, a manager can take actions that encourage teamwork and make jobs more meaningful and interesting. Many supervisors are regarded well by their employees precisely because they foster a highly motivating local environment, even if the organization as a whole falls short. On the other hand, some managers create a toxic local climate within a highly motivated organization.Although employees look to different elements of their organization to satisfy different drives, they expect their managers to do their best to address all four within the constraints that the institution imposes. Our surveys showed that if employees detected that a manager was substantially worse than her peers in fulfilling even just one drive, they rated that manager poorly, even if the organization as a whole had significant limitations. Employees are indeed very fair about taking a big-picture view and seeing a manager in the context of a larger institution, but they do some pretty fine-grained evaluation beyond those organizational caveats. In short, they are realistic about what managers cannot do, but also about what managers should be able to do in meeting all the basic needs of their subordinates.At the financial services firm we studied, for example, one manager outperformed his peers on fulfilling subordinates' drives to acquire, bond, and comprehend. However, his subordinates indicated that his ability to meet their drive to defend was below the average of other managers in the company. Consequently, levels of work engagement and organizational commitment were lower in his group than in the company as a whole. Despite this manager's superior ability to fulfill three of the four drives, his relative weakness on the one dimension damaged the overall motivational profile of his group.Our model posits that employee motivation is influenced by a complex system of managerial and organizational factors. If we take as a given that a motivated workforce can boost company performance, then the insights into human behavior that our article has laid out will help companies and executives get the best out of employees by fulfilling their most fundamental needs.How to Make Big Strides in Employee MotivationThe secret to catapulting your company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50th percentile on employee motivation. An improvement in job design alone (the lever that most influences the drive to comprehend) would move that company only up to the 56th percentile -- but an improvement on all four drives would blast it up to the 88th percentile.Direct Managers Matter, TooAt the companies we surveyed whose employee motivation scores were in the top fifth, workers rated their managers' ability to motivate them as highly, on average, as they rated the organization's ability to fulfill their four drives. The same pattern was evident within the bottom fifth of companies, even though their average ratings on all five dimensions were, of course, much lower than those of companies in the top fifth.Harvard Business Review，Jul-Aug2008，Vol. 86 Issue 7/8, p78-84二、外文译文：译文：员工激励Nohria Nitin; Groysberg Boris; Lee Linda-Eling让员工将工作做到最好，即使是在令人讨厌的工作环境下，是管理者最持久的挑战。

员工激励外文翻译文献(文档含中英文对照即英文原文和中文翻译)原文：Employee Motivation: A Powerful New ModelBy Nitin Nohria, Boris Groysberg & Linda-Eling LeeHow to create the best employee performance is manager for a long time of challenge. In recent years, the neural science, biology and evolution of interdisciplinary research areas such as psychology, humans have told us four basic emotional needs, and the force driving or what we all the basis of their behavior. The empirical research shows that, but the employee can create better performance. Therefore, to motivate employees, managers should understand the driving force and can take what measures to meet the driving force.Acquirement: Get people always try to get some things, to increase the scarcity of his happiness. When the force satisfied, we will feel happy. Conversely, it will feel dissatisfied. This force is often the relative (we always compare themselves with others), and it was difficult to satisfy (we always want more).Combination: Many animals are combined with their parents and relatives or close relationship between population, but establish the relationship between human expanded into larger groups, such as organization, community and nation. "Driving", people will generate loving, caring, strong positive emotions, etc. Conversely, it will appear as negative emotional loneliness cynical. In the work environment, when the staff for oneself is a member of the organization are proud of their motivation and will greatly improve, And when they had rebelled against their will and morale.Understand: We are eager to understand about the world around them, and then put forward various theories to explain all things, and put forward the reasonable action and countermeasures. When things seem pointless, we will feel frustrated, While looking for answers to questions, the challenge will let us full of passion. In the working environment, workers work done if challenging, and allows them to grow and learn, they will be incentive, And when they do look no value or no future, will be demoralized.Defense: In the face of threats defense, to protect themselves, to protect our property and achievements, family and friends, thoughts and beliefs, it is natural to us. This force is rooted in the "fight but fled" basic response, this is common, but most animals to humans, it not only the offensive or defensive behavior, but also to build a system to promote seek justice, clear goals and intention, and allow people to speak freely. These forces have been fulfilled, people think and self-confidence otherwise will fear and hate strong negative affection.These four driving are independent of each other, no secondary, also cannot substitute mutually. To fully motivate employees, managers must satisfy all four driving force. In fact, every emotional force can use different organizations leverage to satisfy the most effectively.Reward System: "gain" the most easily through the organization of driving system of rewards. Of course, it also depends on the organization's reward system can effectively define employee performance, will reward with different performance, and give the best chance of promotion of personnel.Culture: If it meet the "combination" force among employees, cultivating strong friendship, the most effective way is to establish a promote teamwork, cooperation, open and friendly culture.Post designing: It is satisfied with “understanding” force that it is the optimal way to design a meaningful and have fun and challenging positions.Performance management and resource allocation process fairness, credible, transparent, performance management and resource allocation process, help satisfy people's "defensive driving".In addition, the direct supervisor for employees and motivational degrees plays an important role as organizational policy. Although do not expect to staff the whole company boss incentive system, culture, post design or management system exerting significant effect, but they clearly superior in their influence within the scope of a certain power. For example, in recognition, managers can select and tasks, the rewards and employee performance.In the organization of managers only under the condition of the utmost efforts to satisfy all four driving force, the employee can most effectively improve the incentive effect on employees, improve the organizational performance.Copyright © 2008 Harvard Business School Publishing Corporation. All rights reserved.Talent "flow" and "left"By Peter Cappelli 2003-05-01For other company employees openly, it rarely occur in the past, but now it is already used the enterprise. The rapidly changing demands of the market rapidly changing constantly updated the organization. However, no one is willing to see his talent was away. Once the excellent employees leave, the enterprise will hit. If hope to help enterprises package and career development plan, training programs, like tinkering with the free flow of his talent market today, affirmation in isolation. Now, we have a choice: that is attractive to market-oriented strategy. This strategy, long-term, defies generalizations for employee loyalty is neither possible nor necessary, the enterprise can definitely need to keep employees and leave them what how attractive scheme, will focus on the talent to keep up.Today, many enterprises in staff loyalty are dependent on salary, but many attractive salary is a kind of mechanism. Other personnel loss can be used to reduce the method is: the post to design - the United States through the heavy UPS tedious work load from the driver package for other employee, stripping there was more to keep the driver, To cultivate employees work or specific project team loyalty, Hire skills in talent market demand is not high on the staff, The staff in the work place much temptation job-hopping, And other companies to provide staff into pairs across the company's career path. If there is no way to prevent loss of personnel, the enterprise can also use outsourcing, strengthen job, workwill hire employees and standardization, cross training around theshort-term organizational work, etc.If the past management methods of retaining staff to maintain a fixed water dam, so the new management methods are more like a flowing rivers, dredge its goal is to prevent water flow, but the flow direction and speed control.Copyright © 2003 Harvard Business School Publishing Corporation. All rights reserved.Let who evaluate staffBy Frederick F. Reichheld & Paul Rogers 2005-11-01In the era of wooden, transport and the crew that recruits the appropriate command them to the same direction with traces the OARS will not be easy. In the past, the captain of the common approach is waving the whip crew. Now, in this business, enterprise how to motivate employees when?Recently, in order to solve the problem of all kinds of organization is a constant headache, some companies began to staff’s compensation and team performance hook, let the customer and employee's supervisor to assess performance instead. These examples:In the enterprise, the branch managers, employees want to get promotion, they belong to the service quality team to achieve or exceedthe average company, or any single people could not get a promotion. This company USES the performance index called "enterprise rental company service quality index", its meaning for customer service in asking whether satisfaction, what percentage of people playing a full five points.Applebee restaurants have difference to finding the best performance, 20% of the staff is divided into general 60%, performance and 20% of the worst performance, and separately calculated the loss. If managers can successfully hold the top 80% of the employee performance, it can obtain the reward. If the 20% of employees for worst performance, the managers will not be punished accordingly.Copyright © 2005 Harvard Business School Publishing Corporation. All rights reserved.译文：员工激励的“四力模型”作者：尼廷・诺里亚，鲍里斯・格鲁斯伯格，琳达－埃琳・李如何让员工创造出最佳绩效是管理者长久以来面临的严峻挑战。

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。

中小企业员工激励机制研究中小企业作为国民经济的重要组成部分，员工激励对于提高企业竞争力和业务发展至关重要。

然而，由于中小企业规模和资源有限的特点，如何设计有效的员工激励机制成为一个亟需解决的问题。

本文将从员工激励的意义、中小企业员工特点以及有效的激励机制等方面进行研究。

首先，员工激励在中小企业中具有重要的意义。

中小企业通常规模较小，资源紧缺，人员结构相对简单，员工的积极性和创造力对企业的发展至关重要。

通过有效的激励机制，能够激发员工的工作热情和主动性，增强团队凝聚力和战斗力，提高工作质量和效率，从而推动企业的持续发展。

其次，中小企业员工的特点也是构建有效激励机制的重要基础。

相对于大型企业，中小企业员工数量少，面对的竞争压力和工作量相对较大，工作任务复杂多样。

因此，激励机制应该更加注重个体差异化，采取灵活多样的激励方式。

另外，中小企业员工的职业发展通常较为有限，晋升渠道较窄，因此激励机制应该注重培养员工的职业发展能力，并提供适当的晋升机会。

针对中小企业员工激励存在的问题，我们可以从以下几个方面设计有效的激励机制：首先，建立绩效考核体系。

通过制定明确的工作目标和绩效指标，建立员工的工作评价机制，将个人绩效与绩效奖励挂钩，激发员工的工作动力和责任感。

同时，要注重公正和透明，避免考核过程中的人为主观因素干扰，保证激励机制的公平性。

其次，加强培训和发展。

中小企业员工晋升渠道有限，因此应该注重培养员工的职业发展能力。

通过提供内外部培训机会，开展个人能力提升计划，鼓励员工不断学习和提升自己的技能水平。

鼓励员工创新和实践，提供项目和创业机会，激发员工的创造力和创新能力。

此外，建立员工参与决策的机制。

中小企业通常决策灵活性强，可以充分利用员工的智慧和创意。

通过设立员工意见反馈机制、员工代表参与企业决策和管理等方式，促进企业与员工之间的合作与共同成长。

员工参与决策不仅能够增加员工的归属感和责任感，还能够提高企业的决策质量和执行力。

绩效考核与员工激励外文翻译文献(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 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.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 the media reports, hometraining, 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.译文：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。

员工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：Performance Appraisal as a Guide for Training and Development: A Research Note on the Iowa Performance Evaluation SystemBy Dennis Daley owa State UniversityThis paper examines one facet of performance appraisal-its use as a guide for the drafting of employee training and development plans. The scope is limited in that it excludes any consideration as to whether these plans are actually implemented. Our interest focuses only on the extent to which supervisors endeavor to assist employees in correcting orovercoming weaknesses and in enhancing or developing perceived strengths. The findings reported here are based on a 1981 monitoring of the performance appraisal system used by the State of Iowa.As civil service reform has been instituted in one jurisdiction after another in order to further assure objective, performance based personnel practices, performance appraisal has emerged as one of the key issues in the personnel management of the 1980s. This heightened sense of importance and seriousness has, in turn, led to a renewed interest in the study of the actual workings of performance appraisal systems.The uses to which performance appraisal can be put are myriad. The recent Civil Service Reform Act of 1978 serves as a model in this respect. Here we find enunciated what may be taken as the typical orientation toward the uses of performance appraisal, recommending that personnel managers and supervisors "use the results of performance appraisal as. a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees." Performance appraisal systems can also serve to validate personnel testing and selection procedures, although such systems are themselves also subject to affirmative action validation requirements.The economic recessions of the 1970s and 1980s have placed significant restraints on these uses, however. The imposition of hiring freezes, the diminishment of promotional opportunities, the advent of reductions-in-force, and the near abandonment of merit pay provisions by financially strapped governmental entities have contributed to the loss of enthusiasm for performance appraisal in many quarters. Under such circumstances, performance appraisal一limited in its use to the more negative functions of employee evaluation-takes on the dreaded image ascribed to them by Douglas McGregor (1957).In their search to salvage something positive from amidst thesecircumstances personnel specialists have alighted upon the use of performance appraisal as a guide for employee training and development. This offers them the opportunity of providing public employees with a service that employees view as beneficial. Although public employees have shown little confidence in specific performance appraisal systems or in the managerial abilities of those responsible for their implementation (McGregor, 1957; Levinson, 1976; Nalbandian,1981), they have tended to demonstrate a more favorable attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978;Cascio, 1982).This, of course, still poses a significant problem to a multipurpose system such as that found in the State of Iowa. Disenchantment or distrust with one aspect of the performance appraisal system may significantly contribute to the weakening of the entire evaluation system.THE IOWA PERFORMANCE EVALUATION SYSTEMIn all public service systems employees are evaluated periodically; most often this is done informally. The introduction of formal systems of performance appraisal, usually in addition to continued informal assessment, is a relatively recent event. Formal systems of performance appraisal are designed to provide a systematic and objective measure of individual job performance and/or potential for development.Although the use of formal performance appraisal in Iowa can be traced back at least to the early 1950s (limited, for the most part, to such rudimentary methods as the essay or graphic rating scale), these occurred within a fragmented setting. Individual departments and agencies retained descretion over the choice of such personnel practices until well into the 1960s.Under Governor Harold Hughes (1963一1969) a number of efforts were undertaken tostrengthen the executive. Among these reforms was the creation of the State Merit System of Personnel Administration, administered by the Iowa Merit Employment Department, in 1967. Even so, there were numerous exemptions limiting the extent of its coverage, both in terms of separate merit systems outside its jurisdiction and of patronage appointments. The executive reform movement was continued throughout the lengthy service of Governor Robert Ray (1969-1983). Strong executive support was placed behind the development of the personnel system. Governor Ray unsuccessfully advocated expanding the IMED jurisdiction through the elimination of the existing coverage exemptions and by integrating the separate merit systems into an executive personnel department. Notwithstanding the somewhat 1imited success of recent Iowa governors, the basis for a professionalized public service was established during those years.One reflection of this basis is the fact that the use of a statewide appraisal-by-objectives system was inaugurated in 1977. The implementation of this system followed the introduction of the management-by-objectives concept among a number of the larger state agencies.Since appraisal-by-objectives is a specific application or extension of the MBO approach, it was felt that by this means executive support for performance appraisal could be more readily obtained. It is known, of course, that the lack of managerial support is a significant contributing factor in the failure of many performance appraisal systems. The Iowa performance evaluation system is an ideal-typical descriptive example of the appraisal-by-objectives technique. The introduction of this approach in 1977 was accompained by a series of training sessions (Burke, 1977) and supported with supervisory and employee handbooks.However, training for new supervisors and periodic "refresher courses" appear to have been given a low priority in Iowa, as is generally the case in public sector personnel systems. Iowa's use of appraisal-by-objectives is designed as a participatory system. Employee participation is a hallmark found among most modern management approaches and has been linked to successful public sector performance appraisal systems (Lovrich, et al，1981).The Iowa performance evaluation process is initiated with joint completion of "Section A:Responsibilities and Standards/Results Expected" (also referred to as the "job description")by the supervisor and employee. This is the first of three sections included in the performante appraisal form/process. Section A is completed at the beginning of the annual appraisal period while sections B and C are written up at its conclusion. The employee is to be given prior notice of the conference and supplied copies of previous evaluation for use as guides. Eight to ten major responsibilities (four to five is the norm) are to be selected and， written down in a results-oriented format with specific standards by which the achievement of these results are to be measured. These individual responsibilities are weighted through the use of an additive formula which factors in the time spent on each task and the evaluation of its importance or the consequence of error (a five point Likert-type scale is used for both). The overall employee rating is the weighted average of these individual responsibility ratings(also based on a five point scale).In the event that these responsibilities need to be subject to modification due to changing circumstances, a new Section A would be prepared by the supervisor and employee. During the course of the evaluation period the supervisor is also encouraged to use a "critical incident" approach. Both formal (with written copy inserted into theemployee's file) and informal communications between employees and supervisors are encouraged. For negative incidents it is important that a record of corrective action be documented; employees must be notified if they are doing something wrong and the supervision must indicate how they can correct their behavior.At the end of the evaluation period, again following advanced notice, the employee and supervisor meet to discuss the employee's job performance in light of the responsibilities outlined in the employee's Section A. Worksheets are used at this meeting with a formal evaluation prepared only afterward. At this appraisal interview the supervisor discusses "SectionB: Performance Review/Rating" with the employee. Employees are also given the opportunity to formally comment on the final evaluation form. Historically only five percent do so,of which under two percent can be classified as negative comments."Section C: Summary of Total Job Performance and Future Performance Plans" is also completed at this time. Basically, this is an essay evaluation. The supervisor is provided the opportunity to list the employee's "areas of strength- and those "areas needing improvement." In the latter instances "training and developmental plans" for correcting these are supposed to be filed.DATA COLLECTIONIn conjunction with its implementation efforts the Iowa Merit Employment Department engaged in a two-year monitoring of its appraisal-by-objectives evaluation system. The results of this monitoring project, involving the sampling of performance appraisals submitted in between July 1978 and December 1979, were reported to state officials in January 1980.The first monitoring project led to a number of minor changes in the performance evaluation system. For most part thesemodifications represented "word changes;" e.g., instead of listing"employee weaknesses," "areas needing improvement" were prescribed.This study is based on the results of a second monitoring project conducted by the IMED.The questions addressed in this study were, in part, raised by the first monitoring project.While the first monitoring focused primarily on the basic or general implementation of the performance evaluation system (i.e., was there compliance with the mandated requirements?), the second is more concerned with how well it is working. The format used here is that of "action research" or "troubleshooting" (Starling, 1979, pp. 495一514; Rossi and Freeman, 1982). IMED staff served as judges who assessed the qualitative aspects of performance appraisals. A stratified approach to sampling was employed in order to assure that sufficient supervisory, professional and managerial appraisals were included. The resultant data base consisted of 535 performance appraisals submitted between July and December of 1981.DATA ANALYSISThe primary results assessing how well Iowa's performance appraisal system is working are reported elsewhere (Daley, 1983). This paper focuses only on those aspects related to the specification of training and development plans.Because Iowa employs a multipurpose approach in the use of performance appraisals it is hardly surprising that there are many instances, 43 percent of those monitored, in which no training and development are specified. This, however, poses the task of somehow separating the cases in which training plans should most definitely be present.A supervisor may choose to list training and development plans for three reasons. First,unrelated to any individual strengths or weaknesses, he may choose to use this performance appraisal section as a memo or reminderof a training activity which all employees are routinely given. The inclusion of such activities in an "official" performance appraisal may serve to provide added political weight in order to insure their being performed; it is all to easy amidst the pressing, day-to-day concerns of administrative firefighting to let training and development activities slide off the edge.Second, supervisors may choose to promote employee development. They may either pickup on some strength an individual already possesses or for which he may have an aptitude and attempt to polish, refine, or enhance those skills. While this is not an automatic relationship, not all "strengths" would require additional or follow-up training, it is important for both organizational and individual well-being. Obviously, such activities benefit the organization by increasing its administrative or technical capacity. One can also expect that the individual employee benefits through material rewards and/or enhanced self-esteem. As such, this represents one of the positive uses to which performance appraisal can be put.Hence, it has an added importance.Finally, training plans should be specified in those instances in which a supervisor notes that an employee "needs improvement." As such remarks may become the basis for an adverse personnel action (reassignment, reduction in grade, removal, etc.) it is legally incumbent that the state demonstrate that it has made a good faith effort to correct such deficienties. Due process demands that public employees not be dealt with a "star chamber" fashion.An employee cannot be expected to correct inadequate work behaviors if he is neither told that they are inadequate nor, it told, not instructed or assisted in how to correct them.In monitoring Iowa's performance appraisals room was allowed to record up to three "strengths" and "areas needing improvement" for each employee. Supervisors tended to list employee strengths twice as often as theydetailed areas needing improvement (1223 to 506),and as one would expect there is a pronounced tendency to note both strengths and areas needing improvement vis-a-vis individual employees (58 percent of the monitored appraisals combine both strengths and areas needing improvement).A count of the number of listed strengths and areas needing improvement was made use of (zero to three for each variable) in analyzing this data. While this fails to measure the importance or significance of each strength or area needing improvement, it was felt that in some way the number of such instances would be related to or a rough indicator of the overall seriousness underlying the specification or training plans (i.e., as the number of instances increased so would the need for a training plan to be specified).Furthermore, training plans were judged not only as to their existence but also as to whether they were deemed to represent a "poor" or "good" relationship between the plan and the listed strengths and areas needing improvement. The nature of this relationship may also be interpreted in terms of partial or full compliance. "Good" plans would be seen as following-up on the listed strengths and/or areas needing improvement and, hence, as complying with the personnel system's intention to use performance appraisals as a guide for training and development.In addition to the above analysis the count of strengths and areas needing improvement were also compared to the rounded performance ratings given to each individual. It was felt that there should be evidence here, too, albeit tangential in nature, of a relationship; those employees garnering more mentions of strengths and/or of fewer areas needing improvement should possess higher ratings.译文：激励是人力资源管理的核心。

毕业设计（论文）外文文献翻译文献、资料中文题目：中小企业激励机制的问题及对策文献、资料英文题目：Problems of incentive mechanism in China’s smallan medium-sized enterprises and their countermeasure 文献、资料发表（出版）日期：院（部）：专业：班级：姓名：学号：指导教师：翻译日期： 2017.02.14中小企业激励机制英文文献及翻译我国中小企业激励机制的问题及对策摘要文章主要分析了中小企业激励机制存在的问题及产生的原因，并从物质激励、精神激励和员工发展激励等方面探讨中小企业健全激励机制的对策。

关键词：中小型企业；激励机制；问题；对策1 我国中小企业激励机制存在的问题本文来自所谓企业激励机制，是指企业通过物质和精神的手段来创造、激发、满足并维持员工工作积极性、主动性、创造性的基本条件，从而保证企业实现预期目标的功能。

目前，中小企业激励机制主要存在以下问题。

1.1缺乏完善和制度性的激励机制激励制度是引导、规范员工行为导向共同目标的各种措施的总和。

员工是企业的生命和宝贵财富，一个产品从设计到开发、生产、销售，都离不开员工的辛勤劳动，因此企业应当具有完备的激励制度，这是员工做好本职工作的环境要求，也是保证企业目标顺利实现的制度保证。

但是在部分中小企业中普遍缺乏奖惩制度，缺乏正确奖励员工的方法，缺乏一个明确的标准，奖惩存在很大的随意性，管理者仅凭个人的好恶和伦理道德对员工进行奖惩，“奖得轻，罚得重，承诺兑现少”等现象时有发生；另外，部分中小企业薪酬设计不公平、外在竞争力不强以及财务管理制度混乱，这些状况的存在，使得许多员工工作积极性、主动性、创造性被扼杀，造成中小企业问恶意竞争加剧，企业成长率不高等诸多问题，究其原因就是激励方法的不当和激励手段、制度的落后所致。

1.2激励机制缺乏资金支持由于中小企业大多处于资金积累的成长期，资金实力相对薄弱，面对大企业年薪数十万元，甚至上百万元招募人才的大手笔就是显得无能为力了。

浅谈私营企业员工激励机制外文参考文献译文及原文doc 本科毕业设计:论文) 外文参考文献译文及原文学院经济管理学院专业___________ 工商管理年级班别 _________学号 _______________ 学生姓名 _____________指导教师 ______________2007年6月15日外文翻译译文1员工激励完善员工激励和增强的原则本文提供了一种结构及小费营造雇员的动机调查问卷还有员工激励原则和授权组织。

参见个人的动机相关理论文章。

这个组织的动机是文章发动机专家和作家帕尔宰提供的,这篇文章受到了普遍公认。

领导免费测试,也可以用来测试你的领导能力,并作为一项问卷/调查去评估经理和管理人员的领导能力,激励能力和效力。

雇员的动机或问卷调查。

调查人员通常都是非常有助于建立员工是否在你的公司有积极性,因此表现最佳效果。

除资料之外,问卷调查显示,参与的过程和咨询人员,是十分有益和激励自己的权利,:见“霍燊效应”:。

当你的调查将独有贵公司,你的人事问题,你的工业和文化,一些有用的通用准则,适用于大多数情况。

尽管不是面面俱到,以下的十点,可以帮助你弥补相关学利?领域,并有助于确立事实,而不是在激励员工,设计自己的问卷时进行的假设激励。

对员工激励十大要诀问卷1、什么是你的公司的主要目的,如果他们了解你的生意主要的目的。

你的员工可以更主动。

问到他们如何明确建立公司的原则,优先和使命。

2、什么障碍阻止员工表演的最佳效果,问卷对员工激励应包括:在工作和家庭生活,什么是员工能够忍受的,以达到该公司可以消除动机的实际。

3、真正激励你的员工,人们常常假定所有的人都出于同样的事情。

其实,我们的动机是一系列因素。

问题包括什么是真正激励员工,也包括了解他们自己的价值观。

他们是否在金钱上的报酬,地位,赞美与感激,竞争,就业保障,公众识别,恐惧,完美主义, 结果……得到激励。

4、员工感到授权,让你的员工对工作进行选择:让他们有自主权,让他们自己能够解决办,还是给他们发一个任务清单,并进行简单地告诉它们做什么,5、公司最新变化的公司,是否影响了激励,如果贵公司已裁员实行招聘或丢失了一些重要人物,这对激励一定影响。

How to Motivate Every Employee---James·Cameron Incentive is the core of human resource management.Production and management in the enterprise management, human resources is economic resources with a variety of thoughts, feelings, the most dynamic summation also love that economic resources, but also the soul of enterprise in this organism, therefore, human resources production and management resources than other more important resources, and decisions not only affect the production and operation of enterprises of other economic resources, the value and use, and the province is the enterprise strength of several important components of quality of human resources as a result of production and management in the enterprise economic resources of the status and role, so the effectiveness of corporate governance or the ultimate ideal to achieve the objective should be: every enterprise employees will be able to give top priority to the overall interests of enterprises and business goals , the interests of all willing to contribute their own. Employees of such a mental state of thinking and Normal under oath in order to reflect the difficult, but it is entrepreneurs, managers should be pursued and the ultimate challenge, it is necessary to approach such a state, only through an effective internal incentives. Therefore, the most important task of enterprise management is the human resources management.Traditional personnel management and labor is different from a modern human resources management performance of the main features of the "strategic" level: (one) at the strategic guiding ideology of modern human resource management is "people-oriented" management; (two) the strategic objectives modern human resources management in order to "obtain a competitive advantage," the objectives of management; (three) the scope of the strategy, the modern human resources management is the "full participation in" democratic management; (four) measures in the strategy of modern human resources management is the use of "systematic scientific methods and human art" contingency management. And non-human resources management, compared to human resources management through the "incentives" to achieve, it is the core of human resources management. The so-called "incentive" to meet people from the multi-level and diversified needs of different employees and reward performance standards set value, a maximum staff to stimulate enthusiasm and creativity to achieve the objectives of the Organization. An enterprise of how the use of human resources is determined by many complex factors in the result of the coupling, but the role of management incentives is one of the most important factors.Unlike other non-human resources of the fundamental characteristics of human resources is that it attached to the staff and the existence of the human body, personal moment with the staff can not be separated, such other person or organization to use human resources, both by its natural all the people of "positive take the initiative "can be achieved with. Therefore, human resources management can "people-oriented" and effectively to stimulate the enthusiasm of employees, to maximize the staff's initiative and creativity, has become the decision of the merits of enterprise production and management of key performance factors and human resources management business success core of the problem.Employee incentive measures.Incentives for the management of human resources management in particular, the importance of self-evident. Incentives can be adopted by all of, the enterprises need to attract them; also can make the most of the employees to perform their talents and wisdom; work so as to maintain the effectiveness and efficiency. Incentive not only to make employees feel at ease, and actively work to play it so staff recognition and acceptance of the enterprise goalsand values, the enterprise have a strong sense of belonging. According to the United States, Professor William James of Harvard University study, in the absence of incentive environment, the potential for staff to play out only a small part of that is 20% -30%, first-served basis just to keep their rice bowls; and in a good incentive mechanism for the environment, the same staff can play a potential 80% -90%, it can be seen, so that each employee is always a good incentive environment is the management of human resources development and the pursuit of the ideal state. So how do we inspire employees to effectively correct the times?First,Adhere to people-centered, respect for human nature, and establish and implement the "employee-centric" management concept."People-oriented, respect for humanity" as a modern management philosophy, emphasizing the ultimate goal of management - to improve the economic efficiency of enterprises on the people behind the management of behavior is no longer a cold cold command type, the compulsory type. But carrying out an incentive, trust, caring, emotional, manager of human nature embodies a high degree of understanding and attach importance to managers as employees can not be purely "economic man" in order to meet their survival needs and material interests of the management an opportunity to but to pay attention to the employees respect the spirit of self-actualization needs at higher level in order to provide creative work and encouraging personality to play to mobilize the enthusiasm of employees, in the equal exchange of lead and establish the concept of corporate management; the external control into self-control, so that each employee to form their own sense of corporate loyalty and a sense of responsibility, so that the value of employees to achieve personal and business survival and development into a passer-by, if the enterprises do not know how to be people-oriented, and lack of basic understanding of human nature and respect for , to the neglect of the personal value of human resources to enable employees to achieve long-term needs of the individual values can not be met or even depression, will not be able to retain the best talent, companies will lose competitiveness. Therefore, we must do the following: Staff carry out regular surveys to understand the extent possible, a matter of concern to employees, especially those relevant to their work, and to win the support and loyalty of staff, and staff to guide the spirit of innovation, attract and retain employees, companies should strive to collect the following the desired information staff: the fairness of work; organizational learning; communication; degree of flexibility and concern; Customer Center; trust and delegation of authority; the effectiveness of management; job satisfaction, the adequacy of support, was placed in a suitable role , and whether or not to feel valuable.Focus on staff remuneration, benefits, working conditions, as well as flexible, to facilitate the preferential arrangements. Enterprises should change with the times, in addition to the traditional emphasis on staff remuneration, welfare and the improvement of working conditions but also the possibility of other incentives, such as the provision of day care; serving University; tuition grants; shorter working hours in summer; the implementation of employee stock option plan; set up a remote post office and so on.Second, the implementation of a comprehensive compensation strategy to motivate employees to fully.The so-called "comprehensive compensation strategy", which means the company will pay the salaries of employees classified as "external" and "inherent" in two categories, acombination of the two is the "full pay", "external pay "referring primarily to provide their employees with quantifiable monetary value, for example, the basic wage bonuses, stock options, pension, medical insurance and so on," internal pay "refers to those provided to employees can not be quantified the performance of monetary value of various currencies. For example, work satisfaction, for the completion of its work to facilitate the provision of personal tools, training opportunities, attractive corporate culture, good interpersonal relations, coordination of the work environment, as well as individual recognition, appreciation and so on, external salaries and pay their own internal incentives have different functions. Their contact with each other, complement each other, constitute a complete system of remuneration, practice has proved that as a result of staff-to-business expectations and needs to be comprehensive, which includes not only material needs, but also spiritual needs, and thus the implementation of "full pay" strategy, is an effective model of staff motivation.Third,incentives should be fair, just and eliminate incentives for "big".Fair and impartial is a fundamental principle of motivation. If you do not fair, improper Prize Award, improper punishment and punishment, not only can not receive the desired results, but will result in many negative consequences, it is necessary to impartial and incorruptible, regardless of affinity, regardless of distance, will be treated equally in order to promote the enthusiasm of the staff along the right direction virtuous circle, as proposed by the United States manage the academic award as the criteria. Only by doing so can enhance the cohesion and centripetal force. At the same time, incentives are clearly ancient times people believed in the basic management principles. In fact if the additional money as wages, as it is unrelated to individual performance and reward, employees feel they deserve it, rather than the result of the efforts, so that people can not be stimulated and motivated. Therefore, the smart managers should do everything possible to reward and recognize performance combine it with the cause of loyalty, dedication to the cause of the close combination of fact, the staff inside the imbalance is that they do good , there are dedicated, but work with people who do not receive the same treatment. This is often not satisfied with the staff and leadership reasons, incentives to companies linked to behavior and employee benefits, the higher the protection of personal value, the greater their income, and through incentives to create a fair competitive environment to increase the comparability of results, and promote up groups.To sum up, the management of enterprises in the use of incentives should be people-oriented, pay attention to and strengthen the strong spirit of enterprise and development of mining resources to improve the workers compensation which the degree of non-material rewards, in the determination and implementation of policies and work rules and regulations in, and strive to embody the principle of fair and equitable. Employees should not blindly encourage unrealistic earnings expectations increase, otherwise you will enable enterprises to individual workers or groups of incentives and constraints arising from the difficulties, the effectiveness of decline, more difficult.中文翻译：如何激励每一位员工---詹姆斯·卡梅隆激励是人力资源管理的核心。

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

员工激励机制外文文献翻译(含：英文原文及中文译文)文献出处：Public Personnel Management, 12(2):159-166.原文Performance Appraisal as a Guide for Training and Development: A Research Note on the Iowa Performance Evaluation SystemDennis DaleyIowa State UniversityThis paper examines one facet of performance appraisal-its use as a guide for the drafting of employee training and development plans. The scope is limited in that it excludes any consideration as to whether these plans are actually implemented. Our interest focuses only on the extent to which supervisors endeavor to assist employees in correcting or overcoming weaknesses and in enhancing or developing perceived strengths. The findings reported here are based on a 1981 monitoring of the performance appraisal system used by the State of Iowa.As civil service reform has been instituted in one jurisdiction after another in order to further assure objective, performance based personnel practices, performance appraisal has emerged as one of the key issues in the personnel management of the 1980s. This heightened sense of importance and seriousness has, in turn, led to a renewed interest in the study of the actual workings of performance appraisal systems.The uses to which performance appraisal can be put are myriad. The recent Civil Service Reform Act of 1978 serves as a model in this respect. Here we find enunciated what may be taken as the typical orientation toward the uses of performance appraisal, recommending that personnel managers and supervisors "use the results of performance appraisal as. a basis for training, rewarding, reassigning, promoting, reducing in grade, retaining, and removing employees." Performance appraisal systems can also serve to validate personnel testing and selection procedures, although such systems are themselves also subject to affirmative action validation requirements.The economic recessions of the 1970s and 1980s have placed significant restraints on these uses, however. The imposition of hiring freezes, the diminishment of promotional opportunities, the advent of reductions-in-force, and the near abandonment of merit pay provisions by financially strapped governmental entities have contributed to the loss of enthusiasm for performance appraisal in many quarters. Under such circumstances, performance appraisal一limited in its use to the more negative functions of employee evaluation-takes on the dreaded image ascribed to them by Douglas McGregor (1957).In their search to salvage something positive from amidst these circumstances personnel specialists have alighted upon the use of performance appraisal as a guide for employee training and development. This offers them the opportunity of providing public employees with a service that employees view as beneficial. Although public employees have shown little confidence in specific performance appraisal systems or in the managerial abilities of those responsible for their implementation (McGregor, 1957; Levinson, 1976; Nalbandian,1981), they have tended to demonstrate a more favorable attitude when the purpose of performance appraisal has been perceived to be employee development (Decotiis and Petit, 1978;Cascio, 1982).This, of course, still poses a significant problem to a multipurpose system such as that found in the State of Iowa. Disenchantment or distrust with one aspect of the performance appraisal system may significantly contribute to the weakening of the entire evaluation system.THE IOWA PERFORMANCE EV ALUATION SYSTEMIn all public service systems employees are evaluated periodically; most often this is done informally. The introduction of formal systems of performance appraisal, usually in addition to continued informal assessment, is a relatively recent event. Formal systems of performance appraisal are designed to provide a systematic and objective measure of individual job performance and/or potential for development.Although the use of formal performance appraisal in Iowa can be traced back at least to the early 1950s (limited, for the most part, to such rudimentary methods as the essay or graphic rating scale), these occurred within a fragmented setting. Individualdepartments and agencies retained descretion over the choice of such personnel practices until well into the 1960s.Under Governor Harold Hughes (1963一1969) a number of efforts were undertaken to strengthen the executive. Among these reforms was the creation of the State Merit System of Personnel Administration, administered by the Iowa Merit Employment Department, in 1967. Even so, there were numerous exemptions limiting the extent of its coverage, both in terms of separate merit systems outside its jurisdiction and of patronage appointments.The executive reform movement was continued throughout the lengthy service of Governor Robert Ray (1969-1983). Strong executive support was placed behind the development of the personnel system. Governor Ray unsuccessfully advocated expanding the IMED jurisdiction through the elimination of the existing coverage exemptions and by integrating the separate merit systems into an executive personnel department. Notwithstanding the somewhat 1imited success of recent Iowa governors, the basis for a professionalized public service was established during those years.One reflection of this basis is the fact that the use of a statewide appraisal-by-objectives system was inaugurated in 1977. The implementation of this system followed the introduction of the management-by-objectives concept among a number of the larger state agencies. Since appraisal-by-objectives is a specific application or extension of the MBO approach, it was felt that by this means executive support for performance appraisal could be more readily obtained. It is known, of course, that the lack of managerial support is a significant contributing factor in the failure of many performance appraisal systems.The Iowa performance evaluation system is an ideal-typical descriptive example of the appraisal-by-objectives technique. The introduction of this approach in 1977 was accompained by a series of training sessions (Burke, 1977) and supported with supervisory and employee handbooks. However, training for new supervisors and periodic "refresher courses" appear to have been given a low priority in Iowa, as is generally the case in public sector personnel systems. Iowa's use of appraisal-by-objectives is designed as a participatory system. Employee participationis a hallmark found among most modern management approaches and has been linked to successful public sector performance appraisal systems (Lovrich, et al，1981).The Iowa performance evaluation process is initiated with joint completion of "Section A: Responsibilities and Standards/Results Expected" (also referred to as the "job description") by the supervisor and employee. This is the first of three sections included in the performance appraisal form/process. Section A is completed at the beginning of the annual appraisal period while sections B and C are written up at its conclusion. The employee is to be given prior notice of the conference and supplied copies of previous evaluation for use as guides.Eight to ten major responsibilities (four to five is the norm) are to be selected and，written down in a results-oriented format with specific standards by which the achievement of these results are to be measured. These individual responsibilities are weighted through the use of an additive formula which factors in the time spent on each task and the evaluation of its importance or the consequence of error (a five point Likert-type scale is used for both). The overall employee rating is the weighted average of these individual responsibility ratings(also based on a five point scale).In the event that these responsibilities need to be subject to modification due to changing circumstances, a new Section A would be prepared by the supervisor and employee. During the course of the evaluation period the supervisor is also encouraged to use a "critical incident" approach. Both formal (with written copy inserted into the employee's file) and informal communications between employees and supervisors are encouraged. For negative incidents it is important that a record of corrective action be documented; employees must be notified if they are doing something wrong and the supervision must indicate how they can correct their behavior.At the end of the evaluation period, again following advanced notice, the employee and supervisor meet to discuss the employee's job performance in light of the responsibilities outlined in the employee's Section A. Worksheets are used at this meeting with a formal evaluation prepared only afterward. At this appraisal interview the supervisor discusses "SectionB: Performance Review/Rating" with the employee.Employees are also given the opportunity to formally comment on the final evaluation form. Historically only five percent do so,of which under two percent can be classified as negative comments."Section C: Summary of Total Job Performance and Future Performance Plans" is also completed at this time. Basically, this is an essay evaluation. The supervisor is provided the opportunity to list the employee's "areas of strength and those "areas needing improvement." In the latter instances "training and developmental plans" for correcting these are supposed to be filed.DATA COLLECTIONIn conjunction with its implementation efforts the Iowa Merit Employment Department engaged in a two-year monitoring of its appraisal-by-objectives evaluation system. The results of this monitoring project, involving the sampling of performance appraisals submitted in between July 1978 and December 1979, were reported to state officials in January 1980.The first monitoring project led to a number of minor changes in the performance evaluation system. For most part these modifications represented "word changes;" e.g., instead of list ing” employee weaknesses," "areas needing improvement" were prescribed.This study is based on the results of a second monitoring project conducted by the IMED. The questions addressed in this study were, in part, raised by the first monitoring project. While the first monitoring focused primarily on the basic or general implementation of the performance evaluation system (i.e., was there compliance with the mandated requirements?), the second is more concerned with how well it is working. The format used here is that of "action research" or "troubleshooting" (Starling, 1979, pp. 495一514; Rossi and Freeman, 1982). IMED staff served as judges who assessed the qualitative aspects of performance appraisals.A stratified approach to sampling was employed in order to assure that sufficient supervisory, professional and managerial appraisals were included. The resultant data base consisted of 535 performance appraisals submitted between July and December of 1981.DATA ANALYSISThe primary results assessing how well Iowa's performance appraisal system is working are reported elsewhere (Daley, 1983). This paper focuses only on those aspects related to the specification of training and development plans.Because Iowa employs a multipurpose approach in the use of performance appraisals it is hardly surprising that there are many instances, 43 percent of those monitored, in which no training and development are specified. This, however, poses the task of somehow separating the cases in which training plans should most definitely be present.A supervisor may choose to list training and development plans for three reasons. First,unrelated to any individual strengths or weaknesses, he may choose to use this performance appraisal section as a memo or reminder of a training activity which all employees are routinely given. The inclusion of such activities in an "official" performance appraisal may serve to provide added political weight in order to insure their being performed; it is all to easy amidst the pressing, day-to-day concerns of administrative firefighting to let training and development activities slide off the edge.Second, supervisors may choose to promote employee development. They may either pickup on some strength an individual already possesses or for which he may have an aptitude and attempt to polish, refine, or enhance those skills. While this is not an automatic relationship, not all "strengths" would require additional or follow-up training, it is important for both organizational and individual well-being. Obviously, such activities benefit the organization by increasing its administrative or technical capacity. One can also expect that the individual employee benefits through material rewards and/or enhanced self-esteem. As such, this represents one of the positive uses to which performance appraisal can be put. Hence, it has an added importance.Finally, training plans should be specified in those instances in which a supervisor notes that an employee "needs improvement." As such remarks may become the basis for an adverse personnel action (reassignment, reduction in grade, removal, etc.) it is legally incumbent that the state demonstrate that it has made a good faith effort to correct such deficienties. Due process demands that public employeesnot be dealt with a "star chamber" fashion. An employee cannot be expected to correct inadequate work behaviors if he is neither told that they are inadequate nor, it told, not instructed or assisted in how to correct them. In monitoring Iowa's performance appraisals room was allowed to record up to three "strengths" and "areas needing improvement" for each employee. Supervisors tended to list employee strengths twice as often as they detailed areas needing improvement (1223 to 506),and as one would expect there is a pronounced tendency to note both strengths and areas needing improvement vis-a-vis individual employees (58 percent of the monitored appraisals combine both strengths and areas needing improvement).A count of the number of listed strengths and areas needing improvement was made use of (zero to three for each variable) in analyzing this data. While this fails to measure the importance or significance of each strength or area needing improvement, it was felt that in some way the number of such instances would be related to or a rough indicator of the overall seriousness underlying the specification or training plans (i.e., as the number of instances increased so would the need for a training plan to be specified).Furthermore, training plans were judged not only as to their existence but also as to whether they were deemed to represent a "poor" or "good" relationship between the plan and the listed strengths and areas needing improvement. The nature of this relationship may also be interpreted in terms of partial or full compliance. "Good" plans would be seen as following-up on the listed strengths and/or areas needing improvement and, hence, as complying with the personnel system's intention to use performance appraisals as a guide for training and development.In addition to the above analysis the count of strengths and areas needing improvement were also compared to the rounded performance ratings given to each individual. It was felt that there should be evidence here, too, albeit tangential in nature, of a relationship; those employees garnering more mentions of strengths and/or of fewer areas needing improvement should possess higher ratings.中文译文绩效考核为导向的培训和发展: 在爱荷华州的绩效评估系统的研究报告丹尼斯·戴利爱荷华州立大学本文探讨的是一个方面的性能评估的使用作为一个指南起草员工培训和发展计划。

2014年03期总第742期中小企业核心员工激励机制研究姻乔瑞中李翰博佳木斯大学经济管理学院摘要：我国经济结构自从改革开放以来就发生了巨大的变化，而这其中最为显著的就是中小型企业的迅速发展并逐步成为我国社会经济结构的一个重要组成部分。

因而，有关中小企业研究层出不穷，本文就以"中小企业核心员工激励机制研究"为话题来进行浅谈，主要是从我国中小企业核心员工激励机制中出现的问题以及如何来进行解决这两个方面进行的。

关键词：中小企业；核心员工；激励性机制；物质激励；精神激励我国经济结构自从改革开放以来就发生了巨大的变化，而这其中最为显著的就是中小型企业的迅速发展并逐步成为我国社会经济结构的一个重要组成部分。

因而，有关中小企业研究层出不穷，本文就以"中小企业核心员工激励机制研究"为话题来进行浅谈。

在我国中小企业的迅速发展过程中，随着不断深入和自身迅速成长，其中有一些问题值得我们去深思，而对于核心员工的激励机制的相关问题在我国中小企业发展中已经凸显出来，并严重影响和制约了我国中小企业的稳定性发展和可持续性持续发展。

所以，目前，我国很多中小企业的现状是：公司不断发展但是员工不断流失，造成了不必要的人才危机，这就严重制约我国中小企业的良性发展，那么这些问题必须要得到有效的分析和解决才能促进中小企业的进一步发展。

这些问题分析如下：第一，我国中小企业的核心员工激励机制还不规范，薪酬待遇还不足以满足员工的要求。

目前，在我国的大多数中小企业员工中，其选择离职重要因素之一就是对薪酬待遇的不满意，使得他们在工作中没有竞争意识和积极性，这具体表现在：首先，薪酬机制不具有内部竞争性和外部竞争性，换言之，我国中小企业员工在将自己的薪酬内部成员和与外部同地区、同行业、同岗位的人员做比较时就会有着差距或是不满，要么是低于内部或是外部员工的期望值，要么是没有反映出他们的优势在薪酬中的体现，这就会出现他们就会觉得自己对企业的贡献没有得到应有的认可这样的结果，使得它们觉得企业中的激励措施时并没有区分普通员工和核心员工的差别，这使得核心员工不满意。