中国民营企业员工激励机制应遵循的原则【外文翻译】.doc

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26、异由于不同员工的需求不同，所以，相同的激励政策起到的激励效果也会不尽相同。即便是同一位员工，在不同的时间或环境下，也会有不同的需求。由于激励取决于内因，是员工的主观感受，所以，激励要因人而异。在制定和实施激励政策时，首先要调查清楚每个员工真正需要的是什么。将这些需要整理、归类，然后来制定相应的激励政策帮助员工满足这些需求。2原则之二奖励适度奖励和惩罚不适度都会影响激励效果，同时增加激励成本。奖励过重会使员工产生骄傲和满足的情绪，失去进一步提高自己的欲望；奖励过轻会起不到激励效果，或者使员工产生不被重视的感觉。惩罚过重会让员工感到不公，或者失去对公司的认同，甚至产生怠工或破坏的情绪；惩罚过轻会让

27、员工轻视错误的严重性，从而可能还会犯同样的错误。3原则之三公平性公平性是员工管理中一个很重要的原则，员工感到的任何不公的待遇都会影响他的工作效率和工作情绪，并且影响激励效果。取得同等成绩的员工，一定要获得同等层次的奖励；同理，犯同等错误的员工，也应受到同等层次的处罚。如果做不到这一点，管理者宁可不奖励或者不处罚。管理者在处理员工问题时，一定要有一种公平的心态，不应有任何的偏见和喜好。虽然某些员工可能让你喜欢，有些你不太喜欢，但在工作中，一定要一视同仁，不能有任何不公的言语和行为。1激励员工从结果均等转移到机会均等，并努力创造公平竞争环境。举例来说，吴士宏在IBM从一个打扫卫生的人做起，一步一步

28、到销售业务员，到地区负责人，到中国区总经理，是什么原因呢除了个人努力，还应该说IBM良好的企业文化给了一个发展的舞台，那就是每一个人都有无限的发展机会，只要有能力就会有发展的空间，实现自我，这在很多企业是做不到的，这种体制无疑会给员工莫大的激励作用。2激励要把握最佳时机。需在目标任务下达前激励的，要提前激励。员工遇到困难，有强烈要求愿望时，给予关怀，及时激励。3激励要公平准确、奖罚分明健全、完善绩效考核制度，做到考核尺度相宜、公平合理。克服有亲有疏的人情风。在提薪、晋级、评奖、评优等涉及员工切身利益热点问题上务求做到公平。4推行职工持股计划。使员工以劳动者和投资者的双重身份，更加具有关心和改善

29、企业经营成果的积极性。现代人力资源管理的实践经验和研究表明，现代的员工都有参与管理的要求和愿望，创造和提供一切机会让员工参与管理是调动他们积极性的有效方法。毫无疑问，很少有人参与商讨和自己有关的行为而不受激励的。因此，让职工恰当地参与管理，既能激励职工，又能为企业的成功获得有价值的知识。通过参与，形成职工对企业的归属感、认同感，可以进一步满足自尊和自我实现的需要。建立和提高员工参与管理、提出合理化建议的制度和职工持股制度，加强员工各层次与领导层的交流沟通，提高员工主人翁参与意识。5荣誉激励对员工劳动态度和贡献予以荣誉奖励，如会议表彰、发给荣誉证书、光荣榜、在公司内外媒体上的宣传报导、家访慰问、

30、流览观光、疗养、外出培训进修、推荐获取社会荣誉、评选星级标兵等。6关心激励对员工工作和生活的关心，如建立员工生日情况表，总经理签发员工生日贺卡，关心员工的困难和慰问或赠送小礼物。7竞争激励提倡企业内部员工之间、部门之间的有序平等竞争以及优胜劣汰。8物质激励增加员工的工资、生活福利、保险，发放奖金、奖励住房、生活用品、工资晋级。9信息激励要经常交流企业、员工之间的信息，进行思想沟通，如信息发布会、发布栏、企业报、汇报制度、恳谈会、经理接待日制度。标题如何能发掘和培养员工的优势资料来源SPRINGERVERLAG作者GIDEONDMARKMAN,PHILLIPH，PHANANDDAVIDBBALK

31、IN如何能发掘和培养员工的优势1腾出时间积极承认员工的能力无论在轻松的交谈或正式的绩效检讨都要想想员工的表现，表达自己对积极反馈的雇员的激励和鼓励，这样做具体的好处是什么好处是两方面雇员知道什么行为是最珍贵的，并帮你把你的想法从现象变成现实。其次，通过激励，员工会更加努力提升自己，发挥潜力。2确定如何运用现有的优势在以前，托马斯爱迪生看见缝纫线想到了灯泡灯丝，现在，你看到你员工会想到什么，答案是素质，包括你的员工的知识以及如何转化为所需要的技能。不要再依靠统头衔的影响和责任的大小来录用员工。善于激励员工，哪怕他以前只是一个接待员，他也可以是一个理想的项目经理。3问员工喜欢什么她喜欢这样吗一个有

32、趣的现象应用于许多晋升人最擅长的一项具体工作，晋升为管理水平。作为结果，你呢你往往在确切的环境中取得成功，原因是她闲话可能擅长这项工作。在这里，关键就是你不能否完全揭示一个人，一个人投入的必须是他的强项，管理者要善于发现员工的强项，以及评估员工的强项可以发挥什么样的作用。人最擅长的一项具体工作就是最有价值的组织。4找出他们当前的弱点物理学者知道每个行动有一个对手和相对事物反应。我们要做的是判断这项工作是否适用于职员。我们要思考这是否就是弱点事物，从而发掘他们的优势。举例来说，如果一位职员不能完成他首先发展的计划，也许在设想主意方面，她的能力就是不如别人。5容许雇员试做一个新的角色或许你会看到员工在其特定的作用内表现一般，但是，在其他方面，他会表现出色。考虑实行一个小型的实习，所有雇员一同工作十几天，了解企业的角色和责任。这次试验可能引发新的发现。发现员工更加擅长的领域，如果你让这些员工从事他们更擅长的工作，并不断激励他们，他们就会让您看到一个角色的转变产生了一间明智的公司和带来更多的激励。我们想知道的事就是员工最擅长的一面，知道后，员工以前所从事的工作就可以结束。请记住，这些信息是引人深思的，是让你意外的，最有效的人际关系和组织沟通的程序就是为了适应不同员工的特殊需要和专长。