1、外文翻译 原文 Employees motivation in the luxury hotel industry: the perceived effectiveness of human-resource practices Material Source： Managing Leisure 13, 258271 (JulyOctober 2008) Author： Leonidas Maroudas, Olivia Kyriakidou and Artemis Vacharis Employee turnover has been a large problem in the hospi
2、tality industry and some of the reasons cited are low compensation, inadequate benefits, poor working conditions and poor worker morale and job attitudes. Byrne (1986) highlights that as well its high labor turnover and labor intensive nature, the hotel industry is characterized by low job security,
3、 low pay, shift duties and limited opportunities for promotion. The studies of Simons and Enz (1995) and Riley and Dodrill (1992) added that these characteristics seemed to be more extreme in the seasonal sector. Even though hospitality employees are not a homogeneous group they share a number of co
4、mmon characteristics: a wide range of skills are required but there are also high numbers of unskilled staff; staff may live on the premises; many employees are poorly paid; staff often expect to work long and unsocial hours; there is a large proportion of female, part-time, casual and foreign staff
5、; labor mobility and turnover are high. Consequently, the analysis of employee needs in the tourism industry constitutes one of the main presuppositions both for understanding their attitudes and motivating factors and for designing an incentive system which will contribute to the improvement of org
6、anizational performance. One of the most influential approaches that try to explain the phenomenon of work motivation is an analysis of peoples needs. One of the very clearest analyses of peoples motivation is contained within the principles of scientific management. Taylor(1911) argued for the impo
7、rtance of selecting only the best workers, ensuring that they are treated and work as individuals and paying them only for what they produce underlying the significance of just transactional and economic relations between employers and employees. However, there is no straight forward relationship be
8、tween pay and effort, and Maslow (1943) and McGregor (1960) argued that work motivation has also psychological roots than were never taken into consideration in Taylors philosophy. Maslow (1943) argued that humans have a hierarchy of needs that range from the low-level and basic (such as a need to e
9、at and sleep) to the high-level and complex (for example, a need for self-fulfilment).Moreover, McGregor (1960) suggested that conventional Taylorist practice was underpinned by a profoundly pessimistic theory of motivation (Theory X), underpinned by the assumption of bored employees who dislike wor
10、k and need coercion to be productive. While acknowledging that the assumptions of Theory X may hold true under a limited set of conditions, he argued that work motivation was much more commonly underpinned by employees self-generated drive to better themselves and fulfill their own potential (Theory
11、 Y).McGregor (1960) argued that traditional organizational practice approach place too much emphasis on the role of lower-order needs as motivators of workers beliefs. In contemporary Western society, the physiological and safety needs of most workers are satisfied and this means that their behavior
12、 is more commonly motivated by higher-order needs. Moreover, Alderfer (1972) distinguished between a persons needs for existence, relatedness and growth, and McClelland (1987) argued that motivation to work reflects a higher-order need for achievement which was different from the other lower-order n
13、eeds, the need for affiliation and the need for power. Similar ideas to these are also central to Herzbergs (1966) motivationhygiene theory which proposed that managers should put their energies into providing avenues for the satisfaction of employees personal needs in order to get the best from the
14、m. According to the theory, people have two major types of needs: hygiene needs, which relate to the context in which work is performed. These include work relationships, working conditions, supervision ， salary, company policies and administrative conditions, status and security. When these factors
15、 are unfavorable, then according to the theory, job dissatisfaction results. However, the fulfilment of hygiene needs cannot in itself result in job satisfaction, but only in the reduction or elimination of dissatisfaction. On the other hand, people have motivator needs which are related to things i
16、nvolved in actually doing the job. These include achievement, recognition, work itself, responsibility, advancement and growth. According to the theory, the factors that lead to job satisfaction are those that satisfy an individuals need for self-actualization (self-fulfilment) in their work, and it
17、 is only from the performance of the task that individuals can enjoy the rewards that will reinforce their aspirations. Compared to hygiene factors, which result in a neutral state neither satisfied nor dissatisfied, when present, positive motivator factors supposedly result in job satisfaction. The
18、 theory led to the widespread enthusiasm for job enrichment (rotating, enlarging jobs), defined as an attempt by management to design tasks in such a way as to build in the opportunity for personal achievement, recognition, challenge and individual growth (Furnham et al., 1999). Among other things,
19、this involved attempts to increase individuals accountability for their own work, increase their control over discrete and varied elements of a particular job and allow workers the opportunity to become authorities and experts in relation to those elements. Summarizing, the general message to emerge
20、 from needs-based research is that employees motivation will be greater to the extent that they are allowed to self-actualize, grow and progress as individuals. This conclusion is one that has been reached with a fair degree of consensus and is argued that has great relevance in the hospitality indu
21、stry. It is argued therefore, that in hospitality organizations, one way to develop high performance is to understand, take care of and meet employees individual needs, such as financial incentives, recognition and skill development (Riley, 1996). According to Simons and Enz (1995), employees from d
22、ifferent departments responded in a different way to the job rewards offered by the organization, suggesting that individual differences and individual-level variables should be considered when designing incentive programs. Hierarchical management level may contribute to different employees being mo
23、tivated by the satisfaction of different needs. Individual studies have shown, for example, that recognition and appreciation, rewards and salary and improving task performance are among the three main factors that motivate managers to have in a number of different contexts (Analoui, 2000;Lundin and
24、 Soderholm, 1995). However, for lower-level employees, the satisfaction of needs such as self-development, team work, salary and rewards seem to have the most impact in triggering motivation and on end in their performance (Spreitzer, 1995).However, to date very little has been done to investigate w
25、hether there are differences among employees at various levels of hierarchy within the same organization. 译文 豪华酒店业的员工激励 人力资源实务认知成效 资料来源：希腊爱情海康年大学 作者：列奥尼达 Maroudas,奥莉维亚 Kyriakidou 和阿尔特弥斯 Vacharis 在酒店行业，员工离职已经成为一个较大的问题。原因不外乎那些，比如：较低的报酬；不适当的福利；较差的工作环境；缺乏工作斗志的员工以及消极的工作态度。 Byme 在 1986 年发表的一篇文章中强调：除了较高的员工
26、流失率与劳动密集型性质外，酒店业的特点被描述为：低工作保障、低工资、夜间工作及有限的升职机会。在 simons、 enz（ 1995）以及 riley 和 dodrill（ 1992）研究中提到：这些特征好像能在一些季节性部门中得到更极端的表现。即使酒店员工们不在同样的群体工作，但是他们拥有一些共同的特点：要求拥有广泛的技能，然而，也有大量的非技术人员；员工在酒店室内工作；许多员工报酬较低；员工常常希望长时间的工作；在额外的工作时间内工作，之中有很大的比例是女性、兼职人员、零时工和外籍员工，劳动力的流动和周转是很高的。因此，在旅游业构成对员工的需求分析中，一个最主要的设想包括理解他们的态度和激
27、励因素以及设计一个激励系统，这将有助于提高组织绩效。 一个最有影响力的方法是，试图解释工作动机的现象是对人们的需求分析。其中一个最清晰的对人们动机的分析中包含科学管理的原则。 Taylor（ 1911）认为应该只选择最优秀的工人， 确保他们受到的待遇和工作 ,作为个人和只付给他们所生产的潜在 的价值 只是交易 以及 雇主和雇员 的 经济关系 。然而，目前还没有一个明确的关系在回报和付出之间。 Maslow (1943) 和 McGregor (1960)认为工作动机也包括心理因素，这点泰勒的哲学从未考虑到。 Maslow（ 1943） 认为，人类有层次的需要，范围 从低层次和基本的需要（比如，
28、吃和睡觉的需要）到高层次和复杂的需要（比如，一个自我实现的需要）。此外， McGregor (1960)研究表明，传统的实践理论是被一个深刻的悲观主义动机理论所支持的（“ X 理论”），被一个不喜欢工作且需要被强迫去工作的这样一个讨厌工作的员工的设想而支持。当意识到理论的假设条件下可能适用 X 理论的一定条件，他认为人的行为受动机支配，员工会自发的去发挥他们自己潜在的能力（“ Y 理论”）。 McGregor（ 1960）认为传统的组织实践方法太着重于强调低层次的需要是员工的信仰。在现代西方社会， 大多数工人生理和安全需求能得到满足，这就意味着他们的行为动机受高层次的需要所支配。此外， Ald
29、erfer（ 1972）区分了一个人的生存需要，联系和成长，还有 McClelland（ 1987）认为人类工作动机理论反映了一个高层次的成就需要，不同于另外一些的较低层次的需要，归属感及权力需要。 类似的想法也出现在 Herzberg（ 1966）的保健因素理论的最中心的思想：提议经理应该把他们的精力投入到提供一个能满足员工的个人需要的渠道，以便从他们身上获得最佳的满意度。根据这一理论，人有两个主要类型的需要：保健需要，这涉及到在执行方面的工作。这些措施包括工作关系：工作环境，监督，薪水，公司政策和管理条件，地位以及安全。当这些因素变为不利时，接着根据这一理论：工作不满意的结果。然而，保健需
30、求的实现就其本身而言不能导致工作的满意。另一方面，人的激励因素需要在实际做这项工作时考虑到相关因素。这些包括成就，认可，工作本身，责任，进步和发展。根据这一理论，这些因素导致工作满意度是指那些满足个人自我实现需要（自我实现）的工作，只有因履行的任务，每个人都可以享受的奖励，那么会增强他们的愿望。与保健因素相比，结果不管是使人满意的还 是使人不满意的，当出现时，所谓的积极激励因素会导致工作的满意度。 该理论导致了人热衷于改善工作质量（跳槽，扩大就业机会），解释为一个管理设计任务的尝试，按这样的方式在机会中建立个人成就感，认可，挑战以及个人成长（ furnham 等人， 1999 年）。除此之外，
31、这个涉及到尝试为他们自己的工作增加个人的责任感，增加他们对离散的控制和特定工作中不同的元素以及允许工人在涉及到那些原理时变成权威人士与专家。 总的来说，从基础需求的研究中发现的一般信息表明，员工的动机将会被扩大，在这样的范围内，他们被允许自我实 现，自我成长和自我进步。这一结论在相当程度上已达成了共识并被证明在酒店行业也有重要的关联性。因此有人认为，在酒店组织内，一种提高组织效能的方法就是理解，照顾和满足员工的个人需求，如财政激励，认同和提高技能（ Riley 1996）。 根据 Sioms 和 Emz （ 1995）的学说，不同部门的员工对组织提供的奖励在工作上有不同的回报方式，这表明，在设计奖励计划时需要考虑个体的差异和个体水平的变量。分级管理水平可能有助于受到不同需求满足的员工的激励。个性化研究表明，例如，认同和赞誉，奖励与薪水，提高工作表现 在三个主要因素之间可以激励经理在不同的环境中有不错的表现（ Analoui 2000； Lundin 和 Soderholm 1995）。然而，对低层次的员工而言，对于需求的满足，比如自我发展，团队精神，薪水和奖励似乎在业绩上最能激励他们（ Spreitzer 1995）。然而，迄今为止很少能完成这个调查，是否在相同组织内的不同层级之中的员工之间有差异。
