畢業(yè)論文：中小型企業(yè)員工激勵(lì)分析的文獻(xiàn)翻譯

1、單位代碼 學(xué)號(hào) 分 類 號(hào) 密 級(jí) 文獻(xiàn)翻譯 院系名稱 專業(yè)名稱 學(xué)生姓名 指導(dǎo)教師2021年3月30日The performance inspection and drive mechanismAs everyone knows, the incentive system is a modern enterprise system, one of the core content, is to establish the enterprise's core competitiveness the cornerstone of enterprise management is an i

2、ntegral part of the essence. Inspired the term "Chi Hay" as "so excited heart", that is to stimulate people's motives, the acts of people induced to produce a built-in momentum towards the desired goal of the process. As the name suggests, the so-called negative incentives is

3、 a breach of individual organizational goals to punish non-expected behavior, so that it does not recur, so that individual initiative the goal of moving in the right direction of transfer, disciplinary action for specific performance, economic sanctions, reduction in rank, descending pay-out and so

4、 on. In the modern enterprise management attaches great importance to the entrepreneurs are inspired, and often neglected the role of negative incentives, therefore, this article talk about the negative incentives in the enterprise management application. Negative incentives in the role of corporate

5、 governance 1 Negative incentives to control employee behavior is a hidden "stop line" Just as the boundaries of morality and the law as beyond the boundaries of ethics is bound to be punished by law, a negative incentive is the case, has day-to-day business of the general code of conduct,

6、 management systems and so on, beyond the guidelines, the system will be subject to certain sanctions . Of course, the negative incentive measures and means to exist in most of the corresponding enterprise management system. Negative incentives as a "stop line", perhaps as a few employees

7、noted that the staff actually control behavior played an indispensable role in the nurture of day-to-day, the staff, consciously or unconsciously, have accepted this kinds of negative incentive regulation, the invisible to the management of behavior of a virtuous cycle of sustained effect. For examp

8、le, in the system provides that "a deduction for being late to work 100", all the staff all know can not be late, or else they would be punished, under normal circumstances, employees naturally developed a habit to go to work on time, managers applied only bound by a negative incentive mec

9、hanism to manage the entire enterprise of labor discipline, we can see, the hidden "stop line" how important. 2 Negative incentives can play the role of a warning to others On more than a negative incentive systems are often bound by the boundaries of employee behavior, but this does not m

10、ean that all employees will comply with the agreed rules, as not all have the law will be law-abiding citizens, the total staff will be guilty of some kinds of errors Otherwise, the legal system and the enterprise system of negative incentives no longer necessary, which means, when the number of emp

11、loyees bound to overcome these consequences will be punished accordingly, and the nature of this punishment is mandatory and the threat of nature, the deterrent effect, often played the role of set an example and really make it impossible for workers to accept the psychological behavior of enterpris

12、e management respect, thereby enhancing self-management behavior. For example, suppose a company in the month, a 3 million to go to work late, this month 3 business deduction 100 Yuan each, and to notice, it will make employees aware that such a negative incentive is not a means of display, but very

13、 good to maintain labor discipline of enterprises. 3 Negative psychological motivations of employees is greater than the impact of recurrent excitation Is the so-called incentives are in line with the organizational goals of individual acts of reward expectations in order to make more of such acts a

14、ppeared to raise the enthusiasm of individuals, mainly for employees, such as reward and recognition. However, employees are inspired to gradually dilute the psychological impact, especially for high-paying white-collar class, a survey showed that in China, a monthly salary of 5,000 Yuan higher than

15、 the class, for the reward in 10% of the amount of incentives, the overwhelming majority of staff "No feel" because of higher relative to their total remuneration for this award is insignificant, it is hardly surprising that they do not care, and often will fall into the hands of recogniti

16、on used to "inertia" of the trap. And the psychological impact of negative incentive is huge and has a dual nature, from the physical point of view, under normal circumstances would have been able to get was not punishment, is a double loss and, more importantly, the spirit by combat, psyc

17、hological fluctuations can be imagined, business incentives is the way through the negative psychological impact from the impact of their actions to achieve the purpose. As in the previous case, a late white-collar workers was 100 Yuan and deduction notice is very worried about this white-collar emp

18、loyees to change his awareness of his psychological impact was not able to be measured by money. 4 The positive effect of negative incentives Simply understood literally, it is often thought to play a negative incentive effect is negative, on the contrary, we in the enterprise management process is

19、to play a positive effect of negative incentives. The above mentioned "stop line" or a warning to others, or all of the negative incentives or means to regulate employee behavior are, in order to conduct business management services. A few days ago, a research report that the current perso

20、nnel management "can not post, the salary can be increased can not be reduced, the annual assessment is only good, competent, there is no or a very small number of incompetent," and many other phenomena have stemmed from not negative incentive system, which eventually led to a lack of pass

21、ion and the entire collective vitality, creativity and enthusiasm is not high. Cases from the above analysis, the parties may be a punishment is negative, the negative side, but should be noted that if there are no such negative incentive measures, the wrongful act of a laissez-faire attitude of sta

22、ff, we can imagine the fate of an enterprise will be How would, in fact, this is only a small number of people on the punishment, the effect is to enable enterprises to comply with the majority of "rules of the game", the positive effect is much larger than the negative effect; for the par

23、ties, the negative impact is only temporary, and only he recognized that errors and corrections, the final result is positive. 5 The implementation of incentives can not be a negative bias In the Constitution provides that "everyone is equal before the law," The same is true of negative in

24、centives in the conduct of corporate management to achieve "equality before the negative incentives", which is the implementation of the incentive to be more accurate and appropriate degree of difficulty than Great. Negative incentives in the implementation is often different from the ince

25、ntives, incentives are often biased in favor of the "icing on the cake," a little more less, less staff than accounting; and negative incentives are different, once the bias, employees will be over, will lead to enterprise management the authority of those who suffer, and even lead to inef

26、fective corporate governance system. For example, an employee for being late, because employees can not be said that he was on his way traffic, there is no subjective error and give up their punishment, or the next because of "traffic" will be late, more and more managers because it is imp

27、ossible to implement really traffic, managers can also be understood: As it is known that the peak period of work may be traffic congestion, why can not this early point of departure? Should not vary from person to person, such as a wife or relatives leadership to give up their punishment for being

28、late, then all the systems will be a mere formality, corporate governance, sink into a chaotic state. 6 In the face of negative incentives to managers to lead by example Leadership as a business, managers should be willing to "loss" itself, it is necessary to accompany staff to accept the

29、burden of responsibility should be to enable the staff will not be convincing. In the power industry for many years of day-to-day management of the "monthly economic assessment methods accountability" and "Points management regulations" are two well-established management practic

30、es, these two approaches to the conduct of employees as defined in detail, the vast majority the majority of negative incentive measures, a smallnumber of positive incentives, which is a good part of punishment for the next level of employees, higher level managers to be a certain percentage of the

31、associated penalties, since the theory is wrong on the lower level employees at least bear management responsibility, the penalties associated with negative incentive measures to implement greater interoperability, the higher level can say. There is also a subordinate enterprises, the establishment

32、of the "three German banks" management approach, that is, professional ethics, social ethics and family virtues, and management areas within the eight-hour extension from the outside to eight hours to count each and every member of the "three ethics" of the gold, as a punishment

33、"Three Morals" of loan interest, deposit interest rates as a reward, but the leadership of more severe joint and several liability, "Three Morals" of points is the average of employees, by employees of the system greatly recognition.贊同1. One of the principles: incentives to vary

34、from person to person Because of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. Even with a staff, at different times or circumstances, will have different needs. Because of incentives depending on the internal and the subjec

35、tive feelings of the staff is, therefore, incentive to vary from person to person. In the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. Required to organize, classify, and then to formulate appropriate policies to help

36、motivate employees to meet these needs. 2. Two principles: appropriate incentives Appropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. Award overweight employees would have to meet the mood of pride and lost the desire to further enhance

37、 their own; reward incentives too light will not achieve the effect, or so employees do not have a sense of attention. Heavy penalties are unfair to make employees, or loss of the company's identity, or even slow down or damage arising from the emotions; leniency error will underestimate the ser

38、iousness of the staff, which will probably make the same mistake. 3. The principle of three: fairness The fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives. Emplo

39、yees to obtain the same score, we must receive the same level of incentives; the same token, employees committed the same error, but also should be subject to the same level of punishment. If you can not do this, managers would prefer not to reward or punishment. Managers deal with employees at issu

40、e, 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 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 t

41、o equal opportunities and strive to create a level playing field. For example, Wu Shimon at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also s

42、aid 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 capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubted

43、ly 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 employees; desire to have strong demand, to give the care and timely encouragement. 3. Want a fair and accurate incentive, reward - Sound

44、, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable. - Have to overcome there is thinning of the human pro-wind. - In reference salary, promotions, awards, etc. involve the vital interests of employees on hot issues in order to be fair. 4. The implement

45、ation 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 the initiative. Modern human resources management experience and research shows that employees are involved in modern managem

46、ent 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. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore

47、, to allow trade unions to participate in the management of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the

48、 needs of self-realization.Set up and improve employee participation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.

49、 5. Honor incentive Staff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the company's internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of tra

50、ining, access to recommend honor society, selected stars model, such as class. 6. Concerned about the incentives The staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small

51、gift sympathy. 7. Competitive The promotion of enterprise among employees, departments compete on an equal footing between the orderly and the survival of the fittest. 8. The material incentives Increase their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.

52、9. Information incentives Enterprises to communicate often, information among employees, the idea of communication, information such as conferences, field release, and enterprises reported that the reporting system, the association manager to receive the system date.績(jī)效考核與員工鼓勵(lì)眾所周知，鼓勵(lì)制度是現(xiàn)代企業(yè)制度的核心內(nèi)容之一，

53、是確立企業(yè)核心競(jìng)爭(zhēng)力的基石，是企業(yè)管理中的精髓組成局部。鼓勵(lì)一詞，?辭海?解釋為“激發(fā)使振作，即激發(fā)人的動(dòng)機(jī)，誘導(dǎo)人的行為，使其產(chǎn)生一種內(nèi)在的動(dòng)力，朝著所期望的目標(biāo)努力的過(guò)程。顧名思義，所謂負(fù)鼓勵(lì)就是對(duì)個(gè)體的違背組織目標(biāo)的非期望行為進(jìn)行懲罰，以使這種行為不再發(fā)生，使個(gè)體積極性朝正確的目標(biāo)方向轉(zhuǎn)移，具體表現(xiàn)為紀(jì)律處分、經(jīng)濟(jì)處分、降級(jí)、降薪、淘汰等。在現(xiàn)代企業(yè)管理中企業(yè)家們非常重視正鼓勵(lì)，而往往忽略了負(fù)鼓勵(lì)的作用，因此，本文談一談負(fù)鼓勵(lì)在企業(yè)管理中的運(yùn)用。負(fù)鼓勵(lì)在企業(yè)管理中的作用1 負(fù)鼓勵(lì)是控制員工行為的一條隱性“止步線就像道德與法律的界線一樣，逾越了道德的界線必然受到法律的懲辦，負(fù)鼓勵(lì)也是如此，

54、企業(yè)一般都設(shè)有日常的行為準(zhǔn)那么、管理制度等，超出了這個(gè)準(zhǔn)那么、制度必然受到一定的制裁。當(dāng)然，負(fù)鼓勵(lì)的措施和手段大局部存在于企業(yè)的相應(yīng)管理制度中。負(fù)鼓勵(lì)作為一條“止步線，也許作為一名企業(yè)員工很少注意到，實(shí)際上卻起到控制員工行為不可或缺的作用，在日常的潛移默化中，員工自覺(jué)或不自覺(jué)地已經(jīng)接受了這種負(fù)鼓勵(lì)制度的約束，無(wú)形之中給企業(yè)的管理行為帶來(lái)一種持續(xù)良性循環(huán)效應(yīng)。比方，在制度中規(guī)定“上班遲到一次扣薪100元，所有的員工都知道不能遲到，否那么會(huì)被處分，正常情況下，員工自然而然地養(yǎng)成了按時(shí)上班的習(xí)慣，管理者其實(shí)只應(yīng)用了一條負(fù)鼓勵(lì)的約束機(jī)制，就管住了整個(gè)企業(yè)的勞動(dòng)紀(jì)律，可見(jiàn)，這條隱性“止步線多么重要。2

55、負(fù)鼓勵(lì)可以起到以儆效尤的作用以上談到負(fù)鼓勵(lì)制度通常是約束員工行為的界線，但并不意味著所有員工都會(huì)遵守約定的法那么，正如，并不是有了法律所有的公民都會(huì)守法一樣，總有些員工會(huì)犯這樣那樣的錯(cuò)誤，不然，這些法律制度和企業(yè)負(fù)鼓勵(lì)制度就沒(méi)有存在的必要，也就意味著，當(dāng)一些員工逾越這些約束時(shí)產(chǎn)生的后果將得到相應(yīng)的處分，而這種處分的性質(zhì)是強(qiáng)制性的、威脅性的、起震懾作用的，往往可以起到殺一儆百的作用，真正使員工在心理上接受對(duì)企業(yè)管理行為的敬意，從而提高對(duì)自我行為的管理。例如，假設(shè)在一個(gè)企業(yè)中本月有三人次上班遲到，企業(yè)當(dāng)月對(duì)此三人各扣薪100元，并予公告，就會(huì)使員工意識(shí)到，這種負(fù)鼓勵(lì)的手段不是擺設(shè)，而是很好地維護(hù)了

56、企業(yè)的勞動(dòng)紀(jì)律。3 負(fù)鼓勵(lì)對(duì)員工心理的影響經(jīng)常大于正鼓勵(lì)所謂正鼓勵(lì)就是對(duì)個(gè)體的符合組織目標(biāo)的期望行為進(jìn)行獎(jiǎng)勵(lì)，以使這種行為更多地出現(xiàn)，提高個(gè)體的積極性，主要表現(xiàn)為對(duì)員工的獎(jiǎng)勵(lì)和表?yè)P(yáng)等。但是，正鼓勵(lì)對(duì)員工的心理影響在逐步淡化，特別是對(duì)于高薪白領(lǐng)階層，有調(diào)查說(shuō)明，在中國(guó)月薪高于5 000元的階層，對(duì)于獎(jiǎng)勵(lì)額度在10%以下的鼓勵(lì)，絕大多數(shù)人員表示“沒(méi)感覺(jué)，原因是相對(duì)于其較高的薪酬總額來(lái)說(shuō)，這一點(diǎn)獎(jiǎng)勵(lì)是微缺乏道的，也難怪他們無(wú)所謂，并且經(jīng)常性的表?yè)P(yáng)也會(huì)落入習(xí)以為常“惰性的圈套。而負(fù)鼓勵(lì)的心理影響卻是巨大的，并且具有雙重性，從物質(zhì)的角度看，本來(lái)正常情況下就能得到的沒(méi)拿到還被處分，損失是雙倍的，更重要的是

57、精神上受打擊，心理波動(dòng)可想而知，企業(yè)正是通過(guò)負(fù)鼓勵(lì)的方式從心理上的影響到達(dá)影響其行為的目的。如上例，一個(gè)白領(lǐng)遲到被扣薪100元并公告，此白領(lǐng)很擔(dān)憂員工對(duì)他的認(rèn)識(shí)改變，對(duì)他的心理影響不是能以金錢來(lái)衡量的。4 負(fù)鼓勵(lì)的正效應(yīng)簡(jiǎn)單地從字面上理解，人們往往會(huì)想到負(fù)鼓勵(lì)起到的是負(fù)效應(yīng)，恰恰相反，我們?cè)谄髽I(yè)管理過(guò)程中就是要通過(guò)負(fù)鼓勵(lì)起到正效應(yīng)。上述談到的“止步線也好、以儆效尤也好，所有的負(fù)鼓勵(lì)措施或手段都是為標(biāo)準(zhǔn)員工行為、為企業(yè)管理行為效勞的。日前，一份研究報(bào)告認(rèn)為，當(dāng)前人事管理工作中的“職務(wù)能上不能下、工資能增不能減，年度考核只有優(yōu)秀、稱職，沒(méi)有或極少數(shù)不稱職等諸多現(xiàn)象的產(chǎn)生，源于沒(méi)有負(fù)鼓勵(lì)制度，最終導(dǎo)

58、致整個(gè)集體缺乏激情與活力，創(chuàng)造性和積極性不高。從上述案例分析，可能一次處分對(duì)當(dāng)事人來(lái)說(shuō)是負(fù)面的、消極的一面，但是應(yīng)該看到，如果沒(méi)有這些負(fù)鼓勵(lì)的措施，對(duì)員工的錯(cuò)誤行為放任自流，可想而知一個(gè)企業(yè)的命運(yùn)將會(huì)如何，其實(shí)這只是對(duì)少數(shù)人的處分，效果是使大多數(shù)人遵守企業(yè)的“游戲規(guī)那么，正面效應(yīng)遠(yuǎn)遠(yuǎn)大于負(fù)面效應(yīng)；對(duì)于當(dāng)事人來(lái)說(shuō)，負(fù)面影響也只是一時(shí)的，只有他認(rèn)識(shí)到錯(cuò)誤并加以改正，最終的結(jié)果才是正面的。5 負(fù)鼓勵(lì)的執(zhí)行不能產(chǎn)生偏差在憲法中規(guī)定“法律面前人人平等，負(fù)鼓勵(lì)也是如此，在企業(yè)管理行為中要做到“負(fù)鼓勵(lì)面前人人平等，它的執(zhí)行比正鼓勵(lì)要更為準(zhǔn)確和適當(dāng)，難度也較大。負(fù)鼓勵(lì)在執(zhí)行時(shí)往往不同于正鼓勵(lì)，正鼓勵(lì)通常偏向于“錦上添花，多一點(diǎn)少一點(diǎn)，員工不太會(huì)計(jì)較；而負(fù)鼓勵(lì)那么不同，一旦產(chǎn)生偏差，員工就會(huì)斤斤計(jì)較，會(huì)導(dǎo)致企業(yè)管理者的權(quán)威受損，甚至導(dǎo)致企業(yè)管理制度形同虛設(shè)。例如，一個(gè)員工遲到，決不能因?yàn)閱T工說(shuō)他在途中塞車，沒(méi)有主觀錯(cuò)誤而放棄對(duì)其處分，否那么下次因“塞車遲到的人會(huì)越來(lái)越多，因?yàn)楣芾碚吒静豢赡苋ヂ鋵?shí)是否真