員工激勵(lì)的文獻(xiàn)綜述、外文翻譯說課材料

1、一、激勵(lì)理論的背景在經(jīng)濟(jì)發(fā)展的過程中 , 勞動(dòng)分工與交易的出現(xiàn)帶來了激勵(lì)問題。激勵(lì)理論是行為科學(xué) 中用于處理需要，動(dòng)機(jī)，目標(biāo)和行為四者之間關(guān)系的核心理論。行為科學(xué)認(rèn)為人的動(dòng)機(jī)來 自需要，由需要確定人們的行為目標(biāo)，激勵(lì)則作用于人內(nèi)心活動(dòng)，激發(fā)，驅(qū)動(dòng)和強(qiáng)化人的 行為。哈佛大學(xué)維廉詹姆士研究表明：在沒有激勵(lì)措施下, 下屬一般僅能發(fā)揮工作能力的20%-30%而當(dāng)他受到激勵(lì)后,其工作能力可以提升到 80%-90%所發(fā)揮的作用相當(dāng)于激 勵(lì)前的 3 到 4 倍。日本豐田公司采取激勵(lì)措施鼓勵(lì)員工提建議，結(jié)果僅 1983 年一年，員 工提了 165 萬條建議，平均每人 31 條，它為公司帶來 900 億日元利潤

2、，相當(dāng)于當(dāng)年總利 潤的 18%。由于激勵(lì)的效果明顯，所以各種組織為了提高生產(chǎn)效率，有些專家學(xué)者就開始 了對(duì)激勵(lì)理論的研究之中，探索激勵(lì)的無窮潛力。二、國外研究現(xiàn)狀國外對(duì)于激勵(lì)理論有了大量的研究并獲得了豐碩的成果?？傮w來說，可以分為兩類激 勵(lì)理論。一類是以人的心理需求和動(dòng)機(jī)為主要研究對(duì)象的激勵(lì)理論，熟稱“內(nèi)容型激勵(lì)理 論”。另一類是以人的心理過程和行為過程相互作用的動(dòng)態(tài)系統(tǒng)為研究對(duì)象的激勵(lì)過程理 論 , 它也被稱作是“行為型激勵(lì)理論” 。1 內(nèi)容型激勵(lì)理論1.1 奠瑞的人類人格理論這種理論認(rèn)為，在面臨著動(dòng)態(tài)且不斷變化的環(huán)境時(shí)，人們都是自適應(yīng)的。它把需求分 成了兩種類型，即生理需求和心理需求。前者

3、與人體基本生理過程的滿足感有關(guān)，而后者 所關(guān)注的是情緒上和精神上的滿足感。1.2 馬斯洛的“需要層次”理論美國心理學(xué)家馬斯洛 (A.H.Maslow) 進(jìn)一步發(fā)展了莫瑞的研究，在 1954 年出版的動(dòng) 機(jī)與人格一書中對(duì)該理論作了進(jìn)一步的闡釋。 馬斯洛認(rèn)為人的需要可以劃分為五個(gè)層次， 從低到高依次為生理需要，安全需要，社交需要，尊熏需要，自我實(shí)現(xiàn)需要，且這五個(gè)層 次的順序，對(duì)每個(gè)人都是相同的。只有當(dāng)較低層次的需要獲得了基本滿足后，下一個(gè)較高 層次的需要才能成為主導(dǎo)需要。1.3 赫茨伯格的激勵(lì)保健雙因素理論 美國心理學(xué)家赫茨伯格因素理論打破了這一假設(shè)。他于 1959 年在工作的激勵(lì)一書中 提出了保

4、健激勵(lì)因素理論，簡(jiǎn)稱雙因素理論。即保健因素和激勵(lì)因素。保健因素可以 用來體現(xiàn)高水平員工的不滿意，激勵(lì)因素可以用來體現(xiàn)高水平員工的滿意度。他認(rèn)為只有 激勵(lì)因素才能促發(fā)員工積極性 , 提高生產(chǎn)效率。2 行為型激勵(lì)理論2.1 洛克的目標(biāo)設(shè)置理論20世紀(jì)60年代末，埃德溫A 洛克和他的同事們花了許多年的時(shí)間研究目標(biāo)對(duì)于人 類行為和績(jī)效的效果。他們的研究導(dǎo)致了目標(biāo)設(shè)置理論的創(chuàng)立并不斷地得到驗(yàn)證，提出： 指向一共同目標(biāo)的工作意向是工作效率的主要源泉。他還提出了具體的設(shè)置目標(biāo)的步驟。2.2 亞當(dāng)斯的公平理論美國心理學(xué)家亞當(dāng)斯 (J.s.Adams) 對(duì)員工受激勵(lì)程度的大小與他人之間的關(guān)系進(jìn)行研 究，并在工人

5、關(guān)于工資不公平的內(nèi)心沖突同其生產(chǎn)率的關(guān)系 (1962 年與羅森合寫 )，工 資不公平對(duì)工作質(zhì)量的影響等等著作中提出來了公平理論的觀點(diǎn)。該理論側(cè)重于研究工 資報(bào)酬分配的合理性，公平性及其對(duì)職工生產(chǎn)積極性的影響。2.3 斯金納的強(qiáng)化理論激勵(lì)強(qiáng)化理論是由斯金納于20世紀(jì)70年代提出來的。該理論認(rèn)為人的行為是由外界 環(huán)境決定的 , 外界的強(qiáng)化因素可以塑造行為。該理論主張對(duì)激勵(lì)進(jìn)行針對(duì)性的刺激，只看 重員工的行為及其結(jié)果之間的關(guān)系，而不是突出激勵(lì)的內(nèi)容和過程。三、國內(nèi)研究現(xiàn)狀 隨著我國市場(chǎng)經(jīng)濟(jì)改革的不斷深入 , 企業(yè)由以前只注重簡(jiǎn)單的勞資行政管理開始轉(zhuǎn)到 復(fù)雜人力資源管理方面。而激勵(lì)在人力資源管理方面的

6、作用日益凸顯。1 俞文釗設(shè)計(jì)了員工需要自我評(píng)價(jià)調(diào)查表對(duì)我國員工的需要層次進(jìn)行了廣泛的調(diào)查研 究，發(fā)現(xiàn)不同單位，職務(wù)因素，文化因素，年齡因素等在需要等級(jí)上存在不同，他在公平 理論基礎(chǔ)上聯(lián)系中國實(shí)際提出了公平差別閥理論，馬勝祥博士也進(jìn)行了一些相關(guān)的實(shí)證研 究。2 韓大勇，顧建平，林彬等都對(duì)知識(shí)型員工員工的激勵(lì)進(jìn)行了研究，韓大勇提出了小滿意 創(chuàng)造大收益的觀點(diǎn)。而顧建平則認(rèn)為對(duì)于知識(shí)型員工的激勵(lì)主要是實(shí)施薪酬激勵(lì)。林彬則 認(rèn)為激勵(lì)知識(shí)型員工最好的方法是為員工制定好職業(yè)發(fā)展規(guī)劃。張望軍對(duì)知識(shí)型員工和非 知識(shí)型員工的激勵(lì)因素進(jìn)行對(duì)比，探討了對(duì)知識(shí)型員工的激勵(lì)模式。3 蘇偉倫通過對(duì)企業(yè)的實(shí)踐研究總結(jié)出了 8

7、 類激勵(lì)員工的方法。分別是物質(zhì)激勵(lì)，精神激 勵(lì)，目標(biāo)激勵(lì)，行為激勵(lì)，關(guān)懷激勵(lì)，民主激勵(lì)，競(jìng)爭(zhēng)激勵(lì)和反向激勵(lì)。4 王志兵提出通過創(chuàng)造良好的工作環(huán)境和實(shí)行完善的溝通體系以激發(fā)員工的積極性。5 張冬梅對(duì)企業(yè)經(jīng)營者人力資本與激勵(lì)問題進(jìn)行了系統(tǒng)深入的理論研究和實(shí)證分析。她的 論點(diǎn)是：在為經(jīng)營者人力資本“高價(jià)值” ，所以需要對(duì)經(jīng)營者進(jìn)行“高激勵(lì)” ，對(duì)經(jīng)營者的 “高激勵(lì)”才能體現(xiàn)經(jīng)營者人力資本“高價(jià)值” 。四、小結(jié) 通過以上的綜述，我們可以看出，國外特別是美國在激勵(lì)理論方面的研究已經(jīng)形成了 比較系統(tǒng)，全面并且完善的理論體系，而且經(jīng)歷了幾個(gè)不同的發(fā)展階段。相對(duì)而言，中國 的研究才剛剛開始，并且只是就事論事，

8、各成一家，沒有進(jìn)行很好的理論總結(jié)和系統(tǒng)化， 顯得雜亂無章。它最大的缺點(diǎn)就是不能形成一個(gè)系統(tǒng)性的屬于自己的理論?，F(xiàn)在當(dāng)務(wù)之急 應(yīng)該是結(jié)合實(shí)際情況，系統(tǒng)總結(jié)國內(nèi)外的研究成果和新動(dòng)向 , 形成我們自己的激勵(lì)理論 , 更 好地為各種組織服務(wù)。參考文獻(xiàn)1 馮丹丹. 基于知識(shí)型員工的激勵(lì)機(jī)制的構(gòu)建 J. 集團(tuán)經(jīng)濟(jì)研究 ,2007,(27),382-383.2 蘇金明、馬小強(qiáng).人力資源管理者的第五項(xiàng)修煉J.現(xiàn)代企業(yè)，2007年第7期.3 劉燕. 論激勵(lì)理論在企業(yè)管理中的應(yīng)用 J. 現(xiàn)代商貿(mào)工業(yè) .2008年第 7 期.4 黃其坤. 淺談企業(yè)管理中的激勵(lì)原則和激勵(lì)措施 J. 時(shí)代經(jīng)貿(mào) .2008,25-26.

9、 刁在亮.論激勵(lì)理論在企業(yè)管理中的運(yùn)用J.黑龍江科技信息.2008年24期.6 楊勇、高慶國.激勵(lì)在現(xiàn)代企業(yè)管理中的重要作用J.煤炭技術(shù)，2008,20-237 張冬梅.企業(yè)經(jīng)營者人力資本及激勵(lì)方式J.中國經(jīng)濟(jì)，2006,(5):59-60.8 王瑾.構(gòu)建我國中小企業(yè)員工激勵(lì)機(jī)制的路徑研究 J.當(dāng)代經(jīng)濟(jì)2011 (2):64-65.9 郭軍.中小企業(yè)激勵(lì)機(jī)制問題與對(duì)策研究J.現(xiàn)代企業(yè)2011(6):45-4610 韓大勇.知識(shí)型員工的激勵(lì)J.中國經(jīng)濟(jì)出版社2011(1):97-9811 趙麗麗.現(xiàn)代企業(yè)員工有效激勵(lì)探析J.科技經(jīng)濟(jì)市場(chǎng)2011(7):63-64.12 姚凱、孫力軍.企業(yè)經(jīng)營者薪

10、酬激勵(lì)機(jī)制改革新思路J.商業(yè)時(shí)代，2007,(3)： 58-59.13 Society for Huma n Resource Man ageme nt, Career developme nt for HR professi on als J. HR Magaz ine, 2008,1-9.14 Zeitz, G., Blau, G and Fertig, J. Boundaryless careers and institutional resources J. The In ternatio nal Journal of Human Resource Ma nageme nt, 2009

11、,20(2): 372-398.15 Cristia n,Vale ntin ,HAPENCIUC,A ndrei-Alexa ndru,MOROSAN.EMPLOYEE,MOTIV ATIO N IN THE COMPANY . STUDY CASEJ.The Annals of The ?tefan cel Mare University of Suceava.Fascicle of The Faculty of Econo mics and Public Adm ini strati on 2010(10)The performa nee in specti on and drive m

12、echa nismHuma n resources as the moder n en terprise of a kind of strategic resources, has become the most important factor for enterprise development. In the human resources management of nu merous con ten t, i ncen tive questio n is one importa nt content of. Incen tive scie ntific or not, relates

13、 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 en

14、terprise middlemans enthusiasm height, is crucial to the success of the enterprise decision factors. So, for companies to, its vigorous vitality from the employees infinite vigor, how to motivate employees of energy? Must on employees effective incentive. Therefore, the enterprise human resources ma

15、nagement 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

16、 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

17、 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 capac

18、ity 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 empl

19、oyees, 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 referen

20、ce 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

21、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.

22、 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 successof the enterprise to obtain valuable knowledge. Through particip

23、ation, 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 strengthenin

24、g 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 companys internal and ext

25、ernal 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 birt

26、hday 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 incentiv

27、esIncrease 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 re

28、porting system, the association manager to receive the system date.績(jī)效考核與員工激勵(lì)人力資源作為現(xiàn)代企業(yè)的一種戰(zhàn)略性資源，已經(jīng)成為企業(yè)發(fā)展的最關(guān)鍵因素。在人力 資源管理的眾多內(nèi)容中，激勵(lì)問題是重要內(nèi)容之一。激勵(lì)的科學(xué)與否，直接關(guān)系到人力資 源運(yùn)用的好壞。很多企業(yè)都有人才外流現(xiàn)象，留不住人才已經(jīng)成為制約企業(yè)發(fā)展的重要因 素之一。有效的激勵(lì)正是解決這個(gè)問題的關(guān)鍵。任何企業(yè)都是由人來管理 , 而處于企業(yè)中 人的積極性高低 , 是決定企業(yè)成敗的關(guān)鍵因素。所以 , 對(duì)于企業(yè)來說 , 它的蓬勃生機(jī)來自于 員工的無限活力 , 如何激發(fā)員工的活力 ?必須對(duì)員工進(jìn)行有效的激勵(lì)。因此 , 企業(yè)人力資源 管理的核心就是以激勵(lì)機(jī)制為杠桿 , 調(diào)動(dòng)全體員工的積極性、主動(dòng)性。管理者在處理員工問題時(shí)，一定要有一種公平的心態(tài)，不應(yīng)有任何的偏見和喜好。雖 然某些員工可能讓你喜歡，有些