優(yōu)化員工激勵外文翻譯

優(yōu)化員工激勵外文翻譯外文題目Optimizingstaffmotivation外文出處Compensation&BenefitsforLawOffices,2006(4):P74-77外文作者EdgarDstaren原文:OptimizingStaffMotivationOneofthemostimportantyetdifficultresponsibilitiesofaleaderinanyorganizationismotivatingstaff.Doingsogoesalongwaytowardensuringaprofessionallyhealthyandproductiveworkenvironment.Giventheimportanceofthisskill,thoseleaderswhoarenotabletodosoeitherputtheirorganizationatriskorarenotlikelytoendureintheirownposition.Ithasbeenwellrecognizedforsometimethatpositivemotivatorsworkfarbetterthannegativeones;thelattermayworkbrieflybutultimatelyresultinunhappy,resentfulstaffthatwilllikelyspendasmuchtimeconsideringhowtoleavetheirpositionastheydoworkinginit.Theeffectivemanagernotonlyrecognizesthisfactbutalsorealizesthatidentifyingpositivemotivatorsrequiresknowinghisstaffonanindividualbasis.Herecognizesthatwhatmotivatesonemember,eveninthesamerole,maynotbethesameforanother.Acknowledgingthesedifferencesoftennecessitatesthatvarietiesofmotivationalapproachesbeutilized.BasicWorkplaceExpectationstoMotivateStaff?Faircompensationprovided?Adequatebenefitsprovided?Jobsecurityrelatedtoperformance?Safejobconditions?Fairpolicies/proceduresMotivationalApproachestoOptimizetheWorkplaceEnvironment?Basicworkplaceexpectationsinplace?Utilizeincentive-basedcompensation?Providestaffwithnecessarytools?Managersdemonstrateappropriateinterpersonalbehavior?Managersleadbypositiveexample?RelationshipsandorganizationcharacterizedbyopencommunicationMotivationalApproachestoOptimizethePosition?Hireright?Responsibilitiesclearlydelineated?Clearfeedbackprovidedonprogress/outcomesonregularbasis?Utilizeparticipativemanagement?Providestaffflexibilityinworkplace/scheduleWorkenvironmentThereareanumberofassumedprovisionsstaffexpecttobeinplacesoastomaintainevenabaselinelevelofsatisfactionletaloneprovideanenvironmentwheretheyaremotivated.Theseincludefaircompensatione.g.,salaryplusincentivesandadequatebenefitse.g.,healthinsurance,etc..Qualitystaffmembersknowtheirworthandshortchangingtheminthisareaismostoftenpennywiseandpoundfoolishonthepartofmanagement.Staffmembersexpecttobecompensatedinamannerthatiswithinarangeforagivenpositionbuttheyalsoexpecttobecompensatedinamannerthatisconsistentwiththeirownuniquetrainingandexpertisewithinthatrange;forthoseparticularlyqualifiedortalentedindividuals,theyshouldgenerallyexpecttofalltowardtheupperendofthatrange.However,itisworthnotingthatcompensationmayincluderewardinformsotherthandirectpaymentwithcash;forexample,providingopportunitiesforpaidcareerdevelopmentwhichcanbeeitherinternalorexternalcanbeasubstantialinducementandparticularlyintoday’scost-cuttingenvironment.Staffmembersmusthaveconfidencethattheirgoodperformanceisdirectlyrelatedtoahigherlikelihoodofjobsecurity.Theyalsoexpectthatjobconditionsensuretheirsafety,freefromphysicalandpsychologicalinjury.Lastly,organizationalhumanresourcepoliciesandproceduresthatensurelevelsoffairnessarealsobasicexpectations.Presumably,theaboveissuesareinplaceinanorganization,forwithoutthemamanagerfindshimselfinanenvironmentthatwillnotonlyimpactnegativelyontheirbeingabletoenhancestaffmotivationbutwillmostlikelyimpactnegativelyontheorganizationsveryviability.Staffmembersgenerallyrespondparticularlywelltoincentive-basedcompensationinwhichperformanceisguidedbychallenginggoalsandobjectives.Itishighlymotivatingtohavesomecontroloverone’sowndestiny.Effectivemanagerstakeadvantageofthismotivationalmethodbymeetingregularlywithstaffsoastodeterminemutuallyagreedupongoalsandobjectives.Criticaltomotivatingstaffinthismanneristheneedtobequitespecificwithregardtotheobjectives.Simplyprovidingarelativelyvagueobjectivetoastaffmembersuchasimprovecodinginhealthinformationmanagementisunlikelytohaveanymeaningfuloutcome.Conversely,forthemanagerandstafftoagreethathealthinformationmanagementwillincreaseaccuracyofcodingby1percentoverthenextquartergivesthemameasurableobjective.Thekeyisprovidingaquantifiableperformancemeasureoveraspecificperiodoftime.Moreover,tobemosteffectivetheobjectivesshouldstretchthestaffmember’scapabilitiesandposeachallenge.Amotivatingworkenvironmentrequiresensuringthatthetoolsareinplaceforanewhiretoproperlydohisorherjob.Attheveryleastensurethattheorganizationalresources,bothhumanandfinancial,areavailableItdoeslittlegoodtotheorganizationorthestaffmembertorecruitatalentedadditiontotheteamwhosesuccessisstymiedbyalackofadequatepersonnel,equipment,space,orotherrelatedsupport.Thissituationisparticularlyriskywhenleadersrecruitpeopletofillnewpositionswithoutpayingadequateattentiontobudgetaryorprocessconsiderations.Providingpropertoolsincludesthemanagersensuringthatthestaffmembers'haveappropriateauthorityorareotherwiseempoweredtoproceedastheydeemnecessarytoaccomplishtheirjobs.Makingastaffmemberresponsibleforaprojectorareaforwhichtheyhavenoabilitytoholdothersaccountableisunfairatbestandaformulaforcreatingdissatisfaction.Staffmembersworkharderformanagerstheylikeandrespect.Inadditiontotheevidentinterpersonalskillsofbeingapproachable,friendly,andpolite,themanagermustensurethatheisbehavinginamannerthatwillengendertrustandadmiration.Actwithintegrityandtransparency.Managerswhotakecreditfortheirstaff’ssuccessesmayenjoyashort-termwinbutwilllosebig-timeinthelong-term.Conversely,thosemanagerswhotakeresponsibilityforeffortsthathavenotgoneoptimallyandgivecredittotheirstaffforsuccesseswillthemselvesberewardedbystaffthatwill“take-a-bullet”forthem.Itisimportantformanagerstodemonstratemorethanrequisitesupportfortheorganization;theyneedtodemonstrateasincerepassionforwhattheydo.Thisisparticularlyimportantinahealthcareorganizationwheretheproductissafe,highqualitycareofpeopleItisworthrememberingthatmanagersmayleadeitherpositivelyornegativelybyeveryactiontheyperform.Whenmanagersworkside-by-sidewiththeirstaff,theyareviewedasamemberoftheteamwhounderstandstheissuesfirst-handratherthansomeoneconsideringsamefromanivorytowermentality.Effectiveleadersrecognizethisdistinctionandleadthroughwalk-the-walkperformanceofpositiveexamplesSuccessfulworkenvironmentsarecharacterizedbyopencommunicationatalllevels.Healthcarestaffparticularlyneedtofeelempoweredtoprovideapropercareenvironment.Besidestheevidentteam-buildingandcamaraderieassociatedwithit,effectivecommunicationencouragessuchempowerment.Staffmembersexpectmanagerstokeeptheminformedaboutwhatisgoingonintheirorganizationaswellasplansforthefuture.Fearoftheunknownisveryreal;aninformedstaffmemberfeelsempowered.Effectivemanagersrecognizegoodperformanceandacknowledgeitthroughouttheorganizationaswellaspersonally.Littleactioncarriesasmuchweightatanylevelasahandwrittenletterfromamanagernotingaparticularlygoodperformanceandthankingthatstaffmemberforsame.PositionAssumingtheenvironmentalrequirementsareinplace,perhapsthemostimportantpositionalcomponenttowardcreatingamotivatedstaffmemberishiringtherightindividualinthefirstplace.Whilehiringrightisnoteasyinthesensethatittakesseriousthoughtandefforttodoso,itisfareasierinthelongrunthanthepainfultaskofmovingthewrongpersonfrompositiontopositiononlytocomeultimatelytowhatwasaninevitabledismissalinthefirstplace.Suchmistakesarecostlynotonlyfinanciallybutalsointermsofhumanandotherresources.Hiringrightinvolvescarefullyconsideringtheresponsibilitiesinvolvedandthespecificationsrequiredfortheposition.Givingappropriateattentiontotheseissuesupfrontimprovesthemanager’sabilitytobetteridentifyacandidatewiththehighestlikelihoodofsuccessHiringtherightindividualalsohasamultipliereffect.Happy,hard-workingstaffsetapositiveexampleforallthosewithwhomtheyworkandfacilitatefuturehires;unhappyhireshavetheoppositeeffect.Inarelatedmanner,inthosecircumstanceswhereapositionmightrightlybefilledthroughapromotionfromwithin,thisshouldbethegoalratherthananoutsidehire.Doingsoencouragesotherstaffmemberswithintheorganizationandgreatlyhelpsinbuildingloyaltytotheteam.Theimportanceofresponsibilitiesbeingclearlydefinedcannotbeoverestimated.Talentedstaffwilleasilyjumpthehighestbarsetforthem;theydo,however,wanttoknowthattheyarejumpingintherightstadium.Withsuchclarificationthereislittleriskthatstaffwillbeunsureabouthowsuccessisdefined.Intherapidlychangingworkenvironmentcharacteristicofthemodernhealthcareorganization,jobresponsibilitiesaremostoftenequallydynamic.Whilesuchanenvironmentmayprovideanexcitingchallenge,itmayalsobeconfusingshouldthemanagerbelessthaneffectiveincommunicatingcorrespondingchangesinexpectationsinareliablemannerEvenwithwell-definedgoalsandobjectives,staffmembersinvariablylooktomanagerstomeasuretheirsuccess.Effectivemanagersrecognizethisandareclearontheiropinionsactivitiesoroutcomes.Particularlyduringtheprogressofanyendeavor,forthrightcritiqueisessentialinproperlyguidingstafftowardasuccessfuloutcome.Whenaprojectiscompletedsuccessfully,acknowledgementofajobwelldonegoesalongwaytowardmotivatingastaffmember.Itisequallyimportanttoaddresspoorperformance.Poorperformingstaffmaysimplyrequirebetterclarificationoftheirresponsibilitiesandwhattheyaredoingbothwrongandright.TheydeserveacandiddiscussionwithappropriatefollowuponwhatthemanagerexpectsfromthemOntheotherhand,thepositionandrelatedtasksmaynotbewithinastaffmember’scapabilities;heorshemayevenneedtobeplacedinanentirelynewposition.Ifperformanceproblemscontinue,suchindividualswillneedtobedismissed.Itisnotonlyfrustratingforotherstaffmemberstoworkbesideindividualsnotmeetingtheirresponsibilitytotheorganizationbutmanagementsendsthewrongmessageifnonperformersareallowedtopersist.Oneofthemostpositiveofmotivatorsrecognizesthepotentialineverystaffmemberandprovidesthemtheopportunitytoshinebyputtingtheminapositionofleadership.Doingsoaddressesanumberofissuesatthesametime.Whenstaffareempoweredtomakedecisionsthatimpactnotonlythemselvesbuttheircolleagues,itletsthembetterunderstandthedifficultiesinherenttomanagement.Thisconceptofparticipatorymanagementrecognizesthatstafffeelvestedinanorganizationforwhichtheyareactiveparticipantsinitsdecision-makingprocessItishelpfulwhengivingsomeonesuchdecision-makingresponsibility,thatthepersonselectedcomesfromthelowestlevelofpositionsqualifiedtobesoempowered.InthismannerthenewpositionprovidesatruechallengetotheircapabilitiesInadditiontobeinghighlymotivatingandprovidingatremendoussenseofaccomplishment,itiscertainlyoneofthemosteffectivemeansofidentifyingandtrainingfutureleadersforyourorganization.Whileitisusefulforthemanagertoregularlyreviewthestaffmember’sprogressinsuchcases,theyshouldnottakeovertheactivitieslesttheyrisksubvertingthatindividual’sownpersonalandprofessionaldevelopment.Finally,allowingforcertainmodificationstothetraditionalworkplacescheduleorlocationmaybequiteeffectiveincreatingamotivatingenvironmentforcertainstaff.ThismightbeaddressedbyprovidingopportunitiesforflexibletimeschedulesorbyallowingstafftheabilitytoworkfromhomeIntheend,thereareanumberofcriteriathatprovideabaselinelevelofsatisfactionbutnotnecessarilyworkplacemotivation.Assumingtheorganizationisattentivetohiringrightandprovidedthatbaselineexpectationsareinplace,itisthemanager’sresponsibilitytoclarifywhatuniquelymotivatesstaff.Further,managersmustensurethatvariousapproachesareutilizedtosatisfactorilyfulfillthesemotivatorsatboththeworkingenvironmentandindividuallevel.譯文:優(yōu)化員工激勵對于任何一個組織的領導者最重要而艱巨的職責之一就是激勵員工。這樣做是確保有一個專業(yè)的健康的生產(chǎn)工作環(huán)境。鑒于此技能的重要性,這些領導人誰不能夠這樣做就是把他們置于危險的組織或不可能忍受自己的位置。這已被充分認識到了,積極的工作激勵因素遠遠大于負面的越好,后者可能最終導致不愉快,怨恨員工可能會花費更多時間考慮如何離開他們的立場是他們做的工作。有效的經(jīng)理不僅認識到了這一點也意識到識別積極的激勵因素需要知道他手下的工作人員在個人能力上。他意識到是什么促使一個動機在一個員工身上即使在同樣的作用下也可能完全不適應另一個員工。承認這些差異經(jīng)常需要利用各種不同的激勵方法。基本的職業(yè)期望,激勵員工提供合理的補償提供足夠的好處工作相關的安全性能安全工作條件公平政策/程序動機途徑優(yōu)化工作環(huán)境工作基本到位的期望利用激勵性補償工作人員提供必要的工具經(jīng)理展示適當?shù)娜穗H行為經(jīng)理的正面效應??關系和組織,開放式溝通的特點動機途徑優(yōu)化的地位租賃權職責明確界定提供清晰的反饋進展情況定期/成果利用參與式管理在工作場所的工作人員提供靈活性/時間表工作環(huán)境假定有一個規(guī)定,有相當數(shù)量的員工將在一個地方,以維持基準水平的滿意度更不用說提供一個環(huán)境,給他們動力。這些包括公平的補償(例如,工資加獎勵)及(如健康保險等)足夠的好處。高素質(zhì)的員工隊伍成員知道自己的價值和短期變化在這方面他們是最常見的小事聰明,大事上愚蠢的管理的一部分。工作人員預計將用一種方式在一定范圍內(nèi)給定的位置上,是用自己獨特的培訓和技術范圍內(nèi),并利用該范圍內(nèi)的專業(yè)知識獲得一致的補償賠償;對于那些特別優(yōu)秀的合格人才,應該普遍降低這個范圍預期的上限。然而,值得注意的是,補償可能包括獎勵以外的形式用現(xiàn)金直接支付;例如,提供有償?shù)穆殬I(yè)發(fā)展機會可以是內(nèi)部或外部可以大幅度誘導員工,特別是處在今天的削減成本的環(huán)境中。工作人員必須對自己有信心,他們的良好的工作能力直接關系到一個更高的可能性的工作保障。他們還認為工作條件確保他們的安全,不受生理和心理傷害的自由。最后,組織人力資源管理的政策和程序,必須確保公平的基本期望水平。據(jù)推測,上述問題在一個組織缺少了,不僅不利于生產(chǎn),其負面效應還影響員工積極性的提高。還對組織的活力具有負面影響。員工非常普遍的反應,誘因型補償其性能受有挑戰(zhàn)性的目的和目標影響。有效的管理者充分利用這一激勵方法定期舉行員工會議以確定在相互認同的目標和目的。激勵員工的關鍵是提供一個具體的可行的目標,簡單的提供一個相對模糊的目標諸如改進工作人員在健康資訊管理系統(tǒng)的目標是不可能有任何有意義的結果。相反,對于經(jīng)理和員工同意的在特定的一段時間內(nèi)適度的可量化績效測量目標應該對工作人員的能力構成彈性的挑戰(zhàn)。激勵員工的工作環(huán)境組織資源人力和財力必須確保每一位新員工了解他或她的工作。組織缺乏足夠的人員、設備、空間和其他相關的支持招募一位才華橫溢的人才去填充新的職位而不考慮支付預算和過程。這種情況是非常危險的。提供適當?shù)墓ぞ?一名員工負責一個項目或地區(qū)時經(jīng)理對工作人員進行適當?shù)氖跈嗪推渌绞竭M行確保他們的工作順利完成是必要的。否則是不公平不負責任的。管理人員必須平易近人、友好禮貌、喜歡和尊重工作人員,行事正值光明。經(jīng)理人員必須明白員工沉溺于享受短期的成功將會失去長遠的成功。相反,那些不采取最佳的努力方式去肯定員工成就的經(jīng)理們將會得到員工的回報“拿來-彈頭”他們重要的是管理人員展示組織提供必要的支持,他們需要證明什么?他們做了真誠的熱情服務。特別是在醫(yī)療保健組織中,產(chǎn)品是安全的,提供高品質(zhì)更重要。值得記住的是管理者的每一個行動可能導致他們的表現(xiàn)無論是正面還是負面的影響。當管理者與員工相互緊挨著一起工作時,他們被看作是團隊的問題,誰了解第一手別人考慮的資料,而不是從象牙塔心態(tài)相同的成員。有效的領導者認識到通過漸進式改變的,漸進式的正面例子表現(xiàn)這種區(qū)別和鉛。成功的工作環(huán)境的特點是開放的溝通在各個層面。醫(yī)護人員特別需要感覺授權,提供適當?shù)恼疹櫗h(huán)境。除了明顯的團隊建設和與它相關的