該公司的聲譽(yù)激勵(lì)的承包和使用外文翻譯

1、該公司的聲譽(yù)激勵(lì)的承包和使用外文翻譯 外文題目 the use of incentive contracting and firm reputation 外文出處corporate reputation review,2010(4):p8-18 外文作者 david a. volkman kath henebry原文:the use of incentive contracting and firm reputation while corporations have increased the use of incentive contracting, they have simultane

2、ously expressed increased interest in maintaining or improving the reputation of their firm. this research demonstrates that the two goals may be incongruous, that, in contrast to previous research, the use of incentive contracting may not align the interests of management and sales staff and may ex

3、pose the corporation to increased reputation risk. specifically, we incorporate finnerty s 2005 compensation model into a multilevel asymmetric information model and demonstrate that a salesperson s incentive to increase reputational risk by misrepresenting the product or service of the firm is a fu

4、nction of the existence of asymmetric information between the salesperson and the customer, for example customer knowledge base, the inability of management to monitor a salesperson s actions, the lack of a timely penalty for a salesperson s aberrant actions, and the relative level of salesperson s

5、commission to base compensation. previous research evaluating the affect of incentive contracting on a sales staff s behavior have generally concluded that commissions will attenuate the shirking behavior but may lead to divergent risk-seeking behavior. this research extends previous analysis into t

6、he efficacy of incentive contracting by first recognizing the need to model multi levels of asymmetric information and the threat of termination; then delineating the environments whereby incentive contracting leads to perverse risk-seeking behavior by the firm s sales staff. while asymmetric inform

7、ation between the managers and employees of a firm is fundamental to the agency problems of shirking and risk seeking, the assumption is not sufficient to explain observed corporate environments. rather, asymmetric information between the salesperson and the firm s customer is also fundamental to mo

8、deling shirking and risk-seeking behaviors of the sales staff. in addition, the threat of termination in the presence of multilevels of asymmetric information will also influence risk-seeking behavior.problem managers the first step in dealing with a problem employee for a supervisor is to ask the q

9、uestion “is there really a problem employee or does the problem lie with me?” examples of this can include a supervisor who is intimidated by an employee because that person is more capable. also a person may seem untouchable since they may be from a minority or have long seniority with the company.

10、 additional reasons can include a supervisor who feels sorry for the employee or has a friendship with that person resulting in that employee being treated differently and encouraging problem behaviour. other employees behaviour will also be impacted on since they see this different treatment and ma

11、y grow to resent it ?thus affecting their work performance. managers must always remember that they are responsible for a subordinates performance. before pinning blame on the employee they must ask themselves what they may be doing that may contribute to the employees poor performance. a final issu

12、e for managers to understand is that all people do not see the world in the same way and that they should attempt to look at it from their employees point of view. recognizing the problem employee a problem employee needs to be identified as soon as possible, so that the corrective action can be tak

13、en immediately when problems are still minor. “the problem employee is irritating, frustrating, and embarrassing to his manager”1, p.3. a manager who ignores the problem employee will possibly overreact when he finally takes action, because the situation is no longer avoidable.some common types of p

14、roblem employees to look for are: people who do not show up for work and cheat on their time ?the time wasters, the bathroom hiders, the lunch lizards. people with bad attitudes ? the backstabbers, wedge drivers and busybodies who undermine the boss these people can also be listed as “the sniper, th

15、e complainer, the exploder, the know-it-all, and the passive”3. regardless of which list you use, or what you call these people, their behaviour must be addressed as soon as possible in order to minimize their negative effect on others and the organization.expectancy theory one of the best theories

16、to motivate all employees is expectancy theory. the theory basically states that “an individual has the highest motivation to put forth the greatest effort if he or she believes the effort will lead to good performance, and the good performance will lead to preferred outcomes”4. in the case of probl

17、em employees they have a negative expectancy or doubt that effort will lead to performance or that performance will lead to outcomes. also, problem employees may not like or want the outcomes associated with performance. the nine cs as proposed by walter newsom, a professor at mississippi state univ

18、ersity, are a useful way of using the expectancy theory in a practical manner. these nine cs are questions that a supervisor should ask when a problem employee is detected: capability: “does the employee have the capability to perform the job well?”4. too often managers assume that people have the c

19、apability to do the job assigned to them and leave them alone. new employees, especially, need to be watched carefully, to ensure that they are not floundering, because they are new to the task. an active role by the supervisor will build the capability of the new hire until the supervisor can take

20、a more passive role. if this active role is not taken, a new employee may quickly become a problem employee and take up much more of the supervisors time later in corrective action. confidence: “does the employee believe he or she can perform the job well?”4 confidence is the perception one has of t

21、heir ability and directly affects capability. managers sometimes assume that because a subordinate knows how to perform a job, they can do it when they may not have the confidence to do it. managers can avoid this problem by expressing confidence in the subordinate, which will eliminate the passive

22、employee. challenge: “does the employee have to work hard to perform the job well?”4 jobs that are so easy for the employee that they can do them in their sleep usually result in employees working as if they are asleep. problem employees must be made to take responsibility for their work and expand

23、the meaning of their work with job enrichment. in production lines, which have traditionally little challenge quality circles make employees responsible for the quality of their work, which in turn lets them be treated as responsible adults. managers should be aware that individuals perform best whe

24、n they have the capability as well as the confidence to do the job, and theyre challenged”4. in other words a manager should make sure that any problem employee has the right balance between capability and confidence with challenge in their job, and correct the mix where necessary. criteria: “does t

25、he employee know the difference between good and bad performance?”4. a common misconception by managers is that they assume that the difference is obvious. in numerous cases people are fired for bad performance when they feel they have been performing satisfactorily. a simple method to solve this pr

26、oblem “is for the manager and employee each to list four or five major responsibilities of the employees job according to importance. compare the two lists. this can reveal major discrepancies in their understanding of job responsibilities, as well as daily reality in the office of which a manager m

27、ight be unaware”5. when an employee is new or is a problem, it is critical that positive performance be commended and negative performance be specifically addressed in a constructive manner. “some managers dislike saying anything critical. they hope subordinates figure it out for themselves and chan

28、ge. effective managers dont hope ? theyact”4. credibility: “does an employee believe the manager will deliver on promises?”4. the most effective managers are those who deliver on their promises, no matter how small a promise and to whom they gave it. however, many managers forget what they said, or

29、were lying for convenience problem employees often arise because they were promised rises, bonuses or promotion for good performance and the manager does not come through. a manager must first obtain approval for any promise he may give outside his authority, so that the promise can be acted on. con

30、versely, threats which a manager may make need to be followed through to preserve credibility. any threats that a manager makes need to follow company policy; otherwise they lack force and authority. problem employees need to believe in the promises threats made to them by their manager; otherwise t

31、hey will not take that manager seriously. new managers who take over problem employees need to take scrupulous care that all promises and threats are fulfilled to the letter, since even a minor deviation will be seen as a weakness. consistency: “do subordinates believe that all individuals receive s

32、imilar preferred outcomes for good performance and similar less preferred outcomes for poor performance?”4. many managers treat all employees the sameusually badly and think that this is consistency. rather, it means that the good performers are treated equally better and bad performers treated equa

33、lly negatively at the same level. a problem employee can result from mixed signals being sent by a manager. for example, one employee who is constantly late may never be reprimanded while another might be disciplined for being one minute late. compensation: “do the outcomes associated with good perf

34、ormance reward the individual?”4. many managers make the mistake of thinking that money is the only compensation and forget that employees also look to non-monetary rewards for their good performance. “recognition and praise on the job are so important that one in four workers surveyed by motivation

35、al systems of west orange, new jersey, said they would leave their current jobs to work ? at the same salary and benefits ? for another company with a reputation for giving special notice and appreciation”6. the most overlooked source of compensation for an employee is a simple “thank you”. many bos

36、ses believe that their pay is enough compensation to keep employees happy and that same ? uniform ?per cent across the board rises will continue to keep employees happy. many managers have no control over the monetary rewards and so wash their hands of any responsibility to be involved in the compen

37、sation of employees without examining alternatives such as recognition programmes. cost: “what does it cost an individual, in effort and outcomes forgone, to perform well?”4. some managers assign projects to employees without taking into account that employees life outside the company. for example,

38、giving a task that takes many evenings and weekends or an employee going to mba school. that employee will become a problem employee simply because he cannot devote the time necessary to school and work. communication: “does the manager communicate with the subordinate?”4. this is the most critical

39、element in the nine cs since none would work without it. many supervisors believe that communication means talking at an employee, when in reality it also means listening to the employee. most problem employees have very little communication. thus, communication, using the nine cs, is the main way f

40、or a supervisor to turn a problem employee around. the nine cs can be used by a manager as a diagnostic tool in understanding employee motivation performance appraisals are an excellent way for a manager and a problem employee to communicate as long as the following guidelines are observed: develop

41、clear, understandable, measurable objectives for each position. make performance appraisal a year-round way of life. link the process to positive development planning. educate appraisers about performance purposes and practices7. effective performance appraisals can bridge the communication breakdow

42、n that often leads to problem employees. a well designed appraisal system can communicate the organizations objectives and motivate employeesconclusion the nine cs are an easy to understand tool for using expectancy theory in dealing with a problem employee who needs to be motivated. like any tool i

43、t needs to be modified to meet the needs and circumstances of the manager and the problem employee. expectancy theory is only one of many theories that a manager should be familiar with when supervising employees. it should, however, be stressed that the theory should be used in a proactive and not

44、a reactive manner and before an employee becomes a problem employee. 譯文:該公司的聲譽(yù)激勵(lì)的承包和使用 雖然公司已經(jīng)增加了激勵(lì)的承包使用,他們同時(shí)表示,增進(jìn)和維持改善公司聲譽(yù)激勵(lì)的興趣。研究表明,這兩個(gè)目標(biāo)可能不一致,即相對(duì)于以往的研究,獎(jiǎng)勵(lì)承包使用可能于管理和銷(xiāo)售人員的利益不對(duì)稱(chēng),可能使該公司增加了信譽(yù)風(fēng)險(xiǎn)。具體來(lái)說(shuō),我們結(jié)合芬納蒂的(2005)一個(gè)多層次的非對(duì)稱(chēng)信息補(bǔ)償模型,表明銷(xiāo)售人員的聲譽(yù)激勵(lì)增加了公司謊報(bào)的產(chǎn)品或服務(wù)的聲譽(yù)風(fēng)險(xiǎn)的信息功能不對(duì)稱(chēng)存在售貨員和顧客之間,例如客戶(hù)的知識(shí)基礎(chǔ),管理無(wú)法監(jiān)視營(yíng)業(yè)員的行為,提供及

45、時(shí)對(duì)一個(gè)銷(xiāo)售員的異常行為的處罰缺乏,以及缺乏營(yíng)業(yè)員的傭金的賠償依據(jù)的相對(duì)水平。 以前對(duì)銷(xiāo)售人員的研究評(píng)估影響了對(duì)激勵(lì)承包的普遍認(rèn)識(shí),委員會(huì)將減弱責(zé)任的推卸行為,但可能會(huì)導(dǎo)致不同的風(fēng)險(xiǎn)尋求行為。本研究擴(kuò)展了從認(rèn)識(shí)到需要信息模型不對(duì)稱(chēng)以及終止威脅和多層次承包的激勵(lì)效能前面的分析,然后據(jù)此劃分的環(huán)境造成有害激勵(lì)承包風(fēng)險(xiǎn)尋求行為該公司的銷(xiāo)售人員。雖然與經(jīng)理和公司員工的信息不對(duì)稱(chēng)是至關(guān)重要的不可推卸的風(fēng)險(xiǎn)尋求代理問(wèn)題,是不足以解釋觀察到的企業(yè)環(huán)境。相反,銷(xiāo)售人員之間和公司的客戶(hù)信息不對(duì)稱(chēng)也是建模和風(fēng)險(xiǎn)尋求銷(xiāo)售人員的行為。此外,終止中的信息不對(duì)稱(chēng)存在的威脅也將影響風(fēng)險(xiǎn)尋求行為。問(wèn)題管理 在與上司對(duì)員工的處

46、理問(wèn)題的第一步是問(wèn)“是否真的有問(wèn)題員工的問(wèn)題還是跟我撒謊?”這樣的例子可以包括一個(gè)由員工誰(shuí)主管?chē)樀?因?yàn)樵撊耸歉邔?shí)力。一個(gè)人可能也碰不得的,因?yàn)樗麄兯坪蹩梢詮纳贁?shù)人或與本公司長(zhǎng)期資。其他原因可能包括主管誰(shuí)覺(jué)得很抱歉的雇員或與該雇員造成的,在人的友誼受到不同的待遇和鼓勵(lì)問(wèn)題行為。其他雇員的行為也將受到影響,因?yàn)樗麄兛吹降倪@種不同的待遇,并可能發(fā)展到反感,從而影響他們的工作表現(xiàn)。管理者必須永遠(yuǎn)記住,他們是一個(gè)下屬的業(yè)績(jī)負(fù)責(zé)。前雇員的責(zé)任寄托在他們必須問(wèn)自己,他們可能會(huì)做什么,可能有助于員工的表現(xiàn)不佳。一個(gè)管理者要了解的最后一個(gè)問(wèn)題是,所有的人看不到在同一個(gè)角度看待世界,他們應(yīng)該看它試圖從他們的雇

47、員的觀點(diǎn)。 認(rèn)識(shí)到問(wèn)題員工一個(gè)問(wèn)題員工必須盡快確定,以便能夠采取糾正行動(dòng)時(shí)立即問(wèn)題仍然不大。 “問(wèn)題員工刺激性,令人沮喪,他的經(jīng)理和尷尬”1,第3頁(yè)。誰(shuí)忽視了一個(gè)經(jīng)理很可能會(huì)做出過(guò)激反應(yīng)問(wèn)題員工時(shí),他終于采取行動(dòng),因?yàn)榍闆r已不再是可以避免的。 一些常見(jiàn)的問(wèn)題員工的類(lèi)型有:人誰(shuí)不露面的工作和欺騙自己的時(shí)間浪費(fèi)的時(shí)間,浴室,午餐蜥蜴。態(tài)度不好的人 - 幕后使者,楔形司機(jī),好管閑事的老板誰(shuí)破壞這些人也被列為“狙擊時(shí),抱怨的人,在引爆,專(zhuān)業(yè)知識(shí)與資訊科技所有,被動(dòng)的”3。不管你使用哪個(gè)列表,或者是你叫這些人,他們的行為,必須盡快解決,以盡量減少其對(duì)他人和組織的負(fù)面影響。 期望理論最好的理論,激勵(lì)全體員

48、工之一就是期望理論。該理論指出,基本上是“個(gè)人具有最高的動(dòng)機(jī)提出了最大的努力,如果他或她認(rèn)為,努力將導(dǎo)致良好的性能,以及良好的性能將導(dǎo)致首選的成果”4。在對(duì)問(wèn)題員工情況下,他們有負(fù)面預(yù)期或懷疑這種努力將導(dǎo)致性能或性能將導(dǎo)致的結(jié)果。此外,問(wèn)題員工可能不喜歡或想與性能相關(guān)的成果。沃爾特紐瑟姆,在美國(guó)密西西比州立大學(xué)教授,提出cs是一種使用一個(gè)務(wù)實(shí)的態(tài)度,期望理論的有效方式。這九個(gè)問(wèn)題,銫是一個(gè)主管應(yīng)該問(wèn)一個(gè)問(wèn)題員工時(shí)檢測(cè)到:能力:“雇員是否有能力進(jìn)行的工作嗎?”4。管理者常常認(rèn)為人有能力做的工作分配給他們,讓他們孤獨(dú)。新員工,尤其是,需要仔細(xì)觀察,以確保它們不掙扎,因?yàn)樗鼈兪切碌娜蝿?wù)。一個(gè)由主管的

49、積極作用將建立新的雇用能力,直到主管可以采取更加被動(dòng)的角色。如果這是不采取積極的作用,一個(gè)新的員工可能很快成為一個(gè)問(wèn)題員工,并采取了許多主管更多的時(shí)間在以后的糾正措施。信心:“是否相信他或她的雇員可以執(zhí)行的工作做好?”4自信是一個(gè)具有感知能力,并直接影響其功能。管理者有時(shí)假定,因?yàn)橐粋€(gè)下屬知道如何執(zhí)行工作,他們能做到這一點(diǎn)時(shí),他們可能沒(méi)有足夠的信心做到這一點(diǎn)。管理者可以通過(guò)表達(dá)避免在下屬,這將消除被動(dòng)雇員信心這個(gè)問(wèn)題。挑戰(zhàn):“難道員工必須努力工作來(lái)執(zhí)行工作做好?”4工作是如此容易的雇員,他們可以在他們工作的員工在他們的睡眠通常的結(jié)果,如果他們睡著了。問(wèn)題員工必須要對(duì)他們的工作責(zé)任感和擴(kuò)大他們與工作豐富化工作的意義。在生產(chǎn)線(xiàn),傳統(tǒng)的小挑戰(zhàn))質(zhì)量圈,使員工為他們的工作,從而讓他們成為負(fù)責(zé)任的成年人對(duì)待質(zhì)量負(fù)責(zé)。管理者應(yīng)該認(rèn)識(shí)到,個(gè)人表現(xiàn)最好的當(dāng)他們有能力和信心做好這項(xiàng)工作,他們所遇到的挑戰(zhàn)“4。換句話(huà)說(shuō)經(jīng)理應(yīng)確保雇員有任何問(wèn)題與挑戰(zhàn),在他們的