毕业论文（设计）外文翻译
一、外文原文：原
文：
EmployeeMotivation
N ohri a N i ti n; G roys be rg Boris ; Le e Linda -E li ng
Getting people to do their best work ，even in try ing circumstances, is oneof managers' most enduring and slippery challenges. Indeed, deciphering what motivates us as human beings is a centuries-old puzzle. Some of history's mostinfluential thinkersabouthumanbehavior--
amongthemAristotle,AdamSmith,SigmundFreud,a ndAbrahamMaslow--
ha ve s t ruggl edtounde rs t a ndi t snuanc e sand ha vetaughtus a tremendous amount about why people do the things theydo.
Such luminaries, however, didn't have the advantage of knowledge gleanedfrom modern brain science. Their theories were based on careful and educatedinvestigation,to be sure, but also exclusively on direct observation. Imagine try ing to infer how a c arw orks bye xa mini ng i t smovements(start ing,s t opping , ac c elerating, t urning) without being able to take apart the engine.
Fortunately, new cross-disciplinary research in fields like neuroscience,biology, andevolutionarypsychologyhasallowedustopeekunderthehood,soto speak--
tolearnmoreaboutthehumanbrain.Oursynthesisoftheresearchsuggeststhatpeople a re guided by four ba s ic emotiona l needs , or drives, that are the produc t of our commonevolutionaryheritage.AssetoutbyPaulR.LawrenceandNitinNohriain their 2002 book Driven: How Human Nature Shapes Our Choices, they are the drives toacquire(obtainscarcegoods,includingintangiblessuch as social status); bond (form connections with individuals and groups); comprehend (satisfy our curiosityand master the world around us); and defend (protect against external threatsand promote justice). These drives underlie everything wedo.
Managers attempting to boost motivation should take note. It's hard to
arguewith the accepted wisdom -- backed by empirical evidence -- that a motivatedworkforce
me ans bett er corporat e performanc e. But wha t act ions, precisely, can mana gers t ake to satisfy the four drives and, thereby, increase their employees' overallmotivation?
We recently completed two major studies aimed at answering that question.Inone, we surveyed 385 employees of two global businesses -- a financial servicesgiantand a leading IT services firm. In the other, we surveyed employees from 300Fortune
500 companie s . To defi neovera l l motiva ti o n, we focused on four c ommonly measured workplace indicators of it: engagement, satisfaction, commitment, andi ntenti on t o quit. Engagement rep re s e nts the energy, effort, a nd i nit i at i veempl oye esbring to their jobs. Satisfaction reflects the extent to which they feel that thecompany meets their expectations at work and satisfies its implicit and explicit contracts with them. Commitment captures the extent to which employees engage incorporatecitizenship. Intention to quit is the best proxy for employeeturnover.
Bot h s t udie s sho w ed, stri ki ngly, that an organization's ability to meet thefour fundamentaldrivesexplains,onaverage,about60%ofemployees'varianceonmotivationalindicators(previousmodelshaveexplainedabout30%).Wealsofoundthat certain drives influence some motivational indicators more than others.Fulfillingthe drive to bond has the greatest effect on employee commitment, forexample,w herea s meet i ng the drive to c omprehe nd i s m os t cl os e l y
overall motivational linked scores wit he mploye eengagement.Butacompanycanbestimprove
bysatisfying 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 ontheother three.
When it comes to practical implications for managers, the consequencesof neglectinganyparticulardriveareclear.BobNardelli'slackluster performance at Home Depot, for instance, can be explained in part by his relentless focus on thedrive toacquireattheexpenseofotherdrives.Byemphasizingindividualandstore performance, he squelched the spirit of camaraderie among employees (their drivetobond) and their dedication to technical expertise (a manifestation of the needtocomprehendanddomeaningfulwork).Healsocreated,aswidelyreported,ahostileenvi ronment that interfered with the drive to defend: Employees no longer felt they
w e re be i ng treated justly. W he n Narde ll i le ft the company, H ome Depot's st ock p rice was essentially no better than when he had arrived six years earlier.MeanwhileLowe's, a direct competitor, gained ground by taking a holistic approach to satisfying employees' emotional needs through its reward system, culture, managementsystems,and design of jobs.
A n orga ni za t ion as a w hol e c l ea rl y has t o at t end to t he four fundamenta lemotionaldrives,butsomustindividualmanagers.Theymay
berestrictedbyo rgani z at i ona l norms , but e mploy e es are cleve r e nough to know t hat t heir i mme di atesuperiors have some wiggle room. In fact, our research shows that individual managersinfluenceoverallmotivationasmuchasanyorganizationalpolicydoes.In this article we'll look more closely at the drivers of employee motivation, theleversmanagers can pullto address them, and the "local" strategies that can boost m otivat i on despite organizationalcons t rai nt s .
The Organizational Levers ofMotivation
Although fulfilling all four of employees' basic emotional drives is essential forany company, our research suggests that each drive is best met by adistinctorganizationallever.
T he re w a rd system. The drive to ac qui re is mos t easil y sa t isfied by a norganization'srewardsystem--howeffectively it discriminates between good andpoor performers, ties rewards to performance, and gives the best people opportunities foradvancement.WhentheRoyalBankofScotlandacquiredNatWest,itinherite dacompany in which the reward system was dominated by politics, status, andemployeetenure. RBS introduced a new system that held managers responsible forspecific goalsandrewardedgoodperformanceoveraverageperformance.FormerNatWest em ployees embraced their new company -- to an unusual extent in the aftermath ofan acquisition--
inpartbecausetherewardsystemwastoughbutrecognizedindividual achievement.
Sonoco,a manufacturer of packaging for industrial and consumer goods,transformed itself in part by making a concerted effort to better meet the drivetoacquire -- that is, by establishing very clear links between performance and rewards.
H istoric a ll y, the compa ny had set h igh busines s-performa n ce targets, but inc e nti v es had done little to reward the achievement of them. In 1995, under CynthiaHartley, thenthenewvicepresidentofhumanresources,Sonocoinstituteda pay-for-performance system, based on individual and group metrics.Employee satisfactionand engagement improved,according to results from a regularlya dministeredint e rnalsurvey.In 2005, Hew i ttAs s oc i at e sname d Sonoco one ofthe top 20 talent-management organizations in the United States. It was one of the fewmi d-capcompa ni es on thelist,w hi chal s o i ncl ude d bi g pl aye rs li ke3M ,G E , J ohnson&Johnson, Dell, andIBM.
Culture. The most effective way to fulfill the drive to bond -- to engender astrong sense of camaraderie -- is to create a culture that promotesteamwork,collaboration, openness, and friendship. RBS broke through NatWest's silomentality b ybri ngi ng t oget he rpe opl efromthet w ofir ms tow ork onw e ll -de fine d c os t -s a vi ngs andrevenue-growthprojects.Adepartureforbothcompanies,thenew
structureencouragedpeopletobreakoldattachmentsandformnewbonds.Tosetagood example, the executive committee (comprising both RBS and ex-NatWestexecutives)meetseveryMondaymorningtodiscussandresolveanyoutstandingissu es--
cutting t hroughthe bure auc ra tic a ndpoli t ic a lproc e ssestha t ca n slowdec i sionmaking a tth etop.
Another business with an exemplary culture is the Wegmans supermarketchain, whichhasappearedforadecadeonFortune'slistof"100BestCompaniesto WorkFor." The family that owns the business makes a point of setting a familial toneforthe companywide culture. Employees routinely report that management caresabout themandthattheycareaboutoneanother,evidenceofasenseofteamworkand belongin g.
Job design. The drive to comprehend is best addressed by designing jobs thatare meaningful, interesting, andchallenging.
Cirque du Soleil, is committed to making jobs challenging and fulfilling.Despitegruelingrehearsalandperformanceschedules,itattractsandretainsperfor mersbyaccommodating their creativity and pushing them to perfect their craft. Its employees
a lso ge t to sa y a lot about how performa nce s are st age d, and the y are allowed to move from show to show to learn new skills. In addition, they get constant collegialexposure 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 helpto me et people' s driv e to defend. RBS, for instance, ha s worke d ha rd t o ma kei ts decision processes veryclear. Employees may disagree with a particular outcome,s ucha st henixi ng of a pet proje c t, b utt he y a reabletoundersta nd therat i onalebehindthe decision. New technology endeavors at RBS are reviewed by cross-businessunit teamsthatmakedecisionsusingclearcriteria,suchastheimpactoncompany financia lperformance.Insurveys,employeesreportthattheprocessisfairandthatfunding criteria aretransparent. Although RBS is a demandingorganization, e mploy e es al s o see i t as a jus t on e .
The Role of the DirectManager
Our research also revealed that organizations don't have an absolute monopolyon employee motivation or on fulfilling people's emotional drives.Employees'perceptions of their immediate managers matter just as much. People recognize thata m ul t it u deo f o rga niz at iona l fa c tors,someoutsideth e ir s uper vi sor'sc on trol,influ e nce their motivation,buttheyarediscriminatingwhenitcomestoevaluatingthatsupervisor'sabilitytokeept hemmotivated.Employeesin our study attributed as muchimportancetotheirboss'smeetingtheirfourdrivesastotheorganization'spolicies. In other words, they recognized that a manager has some control overhowcompany processes and policies areimplemented.
Employees don't expect their supervisors to be able to substantiallyaffectthe 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.Managerscan,forexample,linkrewardsandperformanceinareassuchaspraise,recog nition,andchoiceassignments.Theycanalsoallocateabonuspoolinwaysthatdistinguish
b etween top and botto m performe rs . Si m ila rl y, even i n a cutthroat culture tha t doesn't promote camaraderie, a manager can take actions that encourage teamwork andmake jobsmoremeaningfulandinteresting.Manysupervisorsareregarded
wellbytheir employees precisely because they foster a highly motivating local environment,
even iftheorganizationasawholefallsshort.Ontheotherhand,somemanagerscreateat oxi c loc a l clima t e within a highly motivated organiz a ti o n.
Although employees look to different elements of their organization to satisfyd ifferent dri ves, t hey e xpec t th e irma na gers t o d otheirbes t toaddressallfourw i thinthe constraints that the institution imposes. Our surveys showed that ifemployees detectedthatamanagerwassubstantiallyworsethanherpeersinfulfillingevenjust on edrive,theyratedthatmanagerpoorly,eveniftheorganizationasawholehadsignificant limitations. Employees are indeed very fair about taking a big-pictureviewa nd seeing a manager i n the context of a large r insti t ution, but the y do some pre tty fine-grainedevaluationbeyondthose organizational caveats. In short, they arerealistic about what managers cannot do, but also about what managers should be ableto do in meeting all the basic needs of theirsubordinates.
At the financial services firm we studied,for example, one managero utperformed hi s pee rs on fulfill i ng sub ordi n a tes' dri ves t o acquire, bond,and comprehend.However,hissubordinatesindicatedthathisabilitytomeettheirdrivetodef endwasbelowtheaverageofothermanagersin the company. Consequently, levels of work engagement and organizational commitment were lower in hisgroupthan in the company as a whole. Despite this manager's superior ability to fulfillthreeof the four drives, his relative weakness on the one dimension damaged theoverall motivational profile of hisgroup.
Our model posits that employee motivation is influenced by a complex systemof managerialandorganizationalfactors.Ifwetakeasagiventhatamotivated workforce can boost company performance, then the insights into humanbehaviorthat our article has laid out will help companies and executives get the best outofemployees by fulfilling their most fundamentalneeds.
H ow to Make Bi g Strides in EmployeeMot iva t ion
The secret to catapulting your company into a leading position in termsof employeemotivationistoimproveitseffectivenessinfulfillingallfourbasic emotional drives, not just one. Take a firm that, relative to other firms, ranks in the 50thpercentileonemployeemotivation.Animprovement in job design alone (thelevertha t m o sti nf luencest h edriveto c omprehe nd) w oul dm ove t ha tcompanyonly uptothe56thpercentile--butanimprovementonallfourdriveswouldblastituptot he 88thpercentile.
Direct Managers Matter,Too
At the companies we surveyed whose employee motivation scores were inthetop fifth, workers rated their managers' ability to motivate them as highly, onaverage,as they rated the organization's ability to fulfill their four drives. The same patternwas e vide nt within t he bot tomfift h ofcompanies , eve n thoughthe i ra ve ragerat i ngson a l l five dimensions were, of course, much lower than those of companies in the top fifth.
Harvard Business Review，Jul-Aug2008，Vol. 8 6 I s s u e 7 /8 , p 7 8 - 84
二、外文译文：
译文：
员工激励
Nohria Nitin; Groysberg Boris; LeeLinda-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。事实上，破译是什么激励人类是一个历史悠久的难题。历史上最有影响力的思想家包括亚里斯多德、亚当斯密、马斯洛等一直致力于研究人类行为的细小差异和告诉我们做事的动力。
这样的杰出人物，并没有利用现代大脑科学的知识。他们的理论是基于认真调查和良好教育的，当然，包括直接观察。试想以下，通过检查汽车的发动机，而不参与发动机的装卸，推断它是怎么运作（启动、停止、加速、转向）是多么难。
幸运的是，新的跨学科研究如生物学、精神学和进化心理学使我们能够看到引擎盖下，也饿就是说，是我们对人的大脑有更多的了解。我们的综合研究表明，人是由基本的情感需要激励的。正如保罗和诺瑞亚在他们2002年的书中提到：人的本质如何塑造我们的选择（获得稀有的物品，包括无形资产例如社会地位）；团队协作（将个人与集体相结合）；容忍度（满足我们的好奇心和征服我们周围的世界）；防卫（免受额外的威胁和发扬正义）。那些成为我们做事情的动机。
经理试图提高应该注意的动机。通过经验证据很难去证明有动机的劳动者能产生更好的绩效。但是，管理者可以通过满足四个动机，增加激励性。
我们最近得到两个主要的关于回答这个问题的研究。一方面，我们调查了两个全球业务的385名员工—一个领先金融服务和信息技术服务公司。另一个，我 们调查了世界500强的300名员工。我们侧重四个常用的测量工作的指标：参与、满意、承诺和离职意向，来描述整体动机。参与代表着员工在工作中的精力、努力和自主性。满意度反应公司在工作上符合他们期望值的程度。承诺捕捉员工在何种程度上参与企业公民。离职的意向是最能代表人员流动率的。
这两项研究说明了一个组织需要满足人的四种基本驱动力，一般而言，60%的员工在激励指标上是不同的。我们也发现，各个驱动力对激励的影响是不同的。
满足人们对这个团队协作的需要，对员工承诺起到最大的影响。公司通过满足四个驱动力更好地提高激励的作用。整体比各部门之和更有效，一个较差的动机激励将大大减少其他三个很好的动机激励的作用。
管理者的实操作中，忽视任何一部分动机的后果是显而易见的。鲍勃〃纳德利在家得宝公司时，整个公司业绩平平。可以解释为他没有关注员工想要得到的动机，没有满足他们的愿望。通过强调个人和集体的绩效，他压制了员工之间的互助友爱精神和他们的奉献精神。他还广泛得创造一个敌对的工作环境：员工认为他们没有被公正对待。当鲍勃〃纳德利离开公司时，家得宝的股票价格比他在的任何一年都要高。同时，劳氏（家得宝的竞争对手）采取奖励机制、文化、管理制度和工作设计等方法去全面提高员工的情感需要，从而激励员工，提高绩效，获得更大的市场。
作为一个整体组织，很显然有满足四种需要的驱动力，但是也需要个别管理者的配合。他们会限制组织规范。但是员工很聪明，知道他们的直接上级有一定的回旋余地。事实上，我们的研究显示管理者在员工激励方面的作用和公司的政策一样重要。在这篇文章中，我们将会更清楚地看到在员工激励中的的需求，管理者可以拉动杠杆解决这些问题。
组织激励的杠杆虽然满足所有员工的基本情感需求对每个公司都很必要，但是我们的研究表
明每个需求都要有一个独特的组织杠杆来满足。奖励制度。期望获得的驱动力很
容易被组织的奖励制度满足——取决于它能
否有效地辨别绩效的好坏，将激励与表现将结合，给最好的员工晋升的机会。当苏格兰皇家银行收购国民西敏寺银行时，它继承了其中由政治、地位和雇员的任期决定的奖励制度。苏格兰银行引进了一个新的体系（保留经理负责具体目标和奖励超过一般绩效的员工）。原国民西敏寺银行的员工接受他们的新公司——部分原因是奖励制度很强硬，但是承认个体的成就。
索诺科，一个工业用品和生活用品的包装制造商，在某种程度上，转变为齐心协力去更好地满足期望获得的驱动力——也就是，建立绩效与奖励的明确联系。从历史上看，公司已经设立高的业务目标，但是激励几乎没有采取任何奖励行为的行动。1995 年，在辛西娅〃哈特利（人力资源副总裁）的管理下，索诺