激励员工的策略外文翻译
                        外文翻译
Try Strategies to Motivate Your Employees
Material Source: Chopra, S, (美)Modern Management Science, 2007
Author: McGraw-Hill
  Abstract: A wise employer will work out various ways to retain the experienced and responsible employees if he realizes the important role his employees play in operations. In management, the employer may adopt strategies to motivate employees for their better performance. There are various strategies for motivating them. But the following ones are some of the most common types.
  Keywords:employers management strategy motivate_staff
Rewards and punishment
proliferation
  This strategy is based on a concept which is called behavior modification. Behavior that is rewarded tends to be repeated, while behavior that is punished tends to be terminated. Therefore, managers can modify employees' behavior for better performance through systematic rewards and punishment. For example, paying a bonus to employees who exceed their quotas tends to make them work hard again. Suspension of pay would force employees who are often late to be late less often.
  It is generally agreed that rewards are more effective than punishment for the long-term behavior of employees, because rewards emphasize the positive aspects of the behaviors, while punishment may cause negative effects such as anger, resentment and retaliation. That is why managers are very cautious in using punishment.
  To make employees work effectively, rewards must be just what they want. And the employees must believe they can perform better if they try and be convinced that they will get rewards if they do perform better.
Management by objectives
  Management by objectives MBO is a program mainly used to assist managers in setting and carrying out their plans. However, many managers also think that MBO can help them improve human relations as well, because it allows employees to participate in setting their own goals and monitoring their progress toward the goals. Managers believe, the employees will be more highly motivated and work more conscientiously.
  At the beginning of an MBO program, each employee is given an objective for a period of time. The objective is set after agreement between the employee and the manger. When the objective is being implemented, the performance of the employee is reviewed periodically to determine his/her progress toward the objective. At the end of the period, a reward is given to the employee, which is closely tied with the employee's achievement.
  MBO can improve human relations because the employees can learn more about not only their own goals but also the overall goals of the company. They would feel that they are an important part of the company, and can help the company attain its goals if they achieve their own goals. The performance review and the rewards are also conductive to
human relations, because they satisfy employees' needs not only at the basic levels but also at the higher levels.
Participative management
  In the 1960s, workers in the Anshan Steel Works, Liaoning, China, often participated in the management because they were regarded as the masters of the company. It was said that such participative management could result in higher worker morale and better management. Surprisingly, some Japanese companies have been used similar practices widely and achieved great success. In the United States, more and more American companies have also adopted similar programs from the 1980s.
  Employee participation can be introduced into management at any level, but it is most common at the bottom and middle levels. For example, employees can be given a voice in deciding on issues like when to take their coffee break or how to have their jobs done. One technique which has gained increasing popularity is the quality circle. As the name suggests, a quality circle is used to ensure product quality, and is actually a group of empl
oyees who meet regularly to discuss and solve problems concerning product quality within their work area.
  Due to differences in personality, employees vary greatly in the extent to which they want to get involved in management. Managers, therefore, should let the employees decide to which degree they would like to participate.
Make jobs more satisfying and motivating
  At least in the first half of the 20* century, managers in the US believed that the jobs could be done more efficiently if they were made simpler and more specialized. This led to the invention and proliferation of assembly lines. But it was later found that jobs designed often made employees bored and that tended to lower workers' productivity rather than increase it. Therefore, efforts have been made to solve the problem, and various techniques have been invented to make the jobs motivating. The most popular of such techniques are job rotation, job enlargement, job enrichment and job redesign.

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