1、1 外文翻译 原文 Optimizing Staff Motivation Material Source: Physician Executive Author: Edgar D. Staren One of the most important yet difficult responsibilitiesof a leader in any organization is motivating staff. Doing so goes a long way toward ensuring a professionally healthy and productive work enviro
2、nment. Given the importance of this skill, those leaders who are not able to do so either put their organization at risk or are not likely to endure in their own position. It has been well recognized for some time that positive motivators work far better than negative ones; the latter may work brief
3、ly but ultimately result in unhappy, resentful staff that will likely spend as much time considering how to leave their position as they do working in it. The effective manager not only recognizes this fact but also realizes that identifying positive motivators requires knowing his staff on an indiv
4、idual basis. He recognizes that what motivates one member, even in the same role, may not be the same for another. Acknowledging these differences often necessitates thatvarieties of motivational approaches be utilized. Work environment There are a number of assumed provisions staff expect to be in
5、place so as to maintain even a baseline level of satisfaction let alone provide an environment where they are motivated. These include fair compensation (e.g., salary plus incentives)and adequate benefits (e.g., health insurance, etc.). Quality staff members know their worth and short changing them
6、in this area is most often penny wise and pound foolish on the part of management. Staff members expect to be compensated in a manner that is within a range for a given position but they also expect to be compensated in a manner that is consistent with their own unique trainingand expertise 2 within
7、 that range; for those particularly qualified or talented individuals, they should generally expect to fall toward the upper end of that range. However, it is worth noting that compensation may include reward in forms other than direct payment with cash; for example, providing opportunities for paid
8、 career development (which can be either internal or external)can be a substantial inducement and particularly in todays cost-cutting environment. Staff members must have confidence that their good performance is directly related to a higher likelihood of job security. They also expect that job cond
9、itions ensure their safety, free from physical and psychological injury. Lastly, organizational human resource policies and procedures that ensure levels of fairness are also basic expectations. Presumably, the above issues are in place in an organization, for without them a manager finds himself in
10、 an environment that will not only impact negatively on their being able to enhance staff motivation but will most likely impact negatively on the organizations very viability. Staff members generally respond particularly well to incentive-based compensation in which performance is guided by challen
11、ging goals and objectives. It is highly motivating to have some control over ones own destiny. Effective managers take advantage of this motivational method by meeting regularly with staff so as to determine mutually agreed upon goals and objectives. Position Assuming the environmental requirements
12、are in place, perhaps the most important positional component toward creating a motivated staff member is hiring the right individual in the first place. While hiring right is not easy in the sense that it takes serious thought and effort to do so, it is far easier in the long run than the painful t
13、ask of moving the wrong person from position to position only to come ultimately to what was an inevitable dismissal in the first place. Such mistakes are costly not only financially but also in terms of human and other resources. Hiring right involves carefully considering the responsibilities invo
14、lved and the specifications required for the position. Giving appropriate attention to these issues up front improves the managers ability to better identify a candidate with the highest likelihood of success. Hiring the right individual also has a multiplier effect. Happy, hard-working staff set a
15、positive example for all those with whom they work and facilitate future hires; unhappy hires have the opposite effect. In a related manner, in those 3 circumstances where a position might rightly be filled through a promotion from within, this should be the goal rather than an outside hire. Doing s
16、o encourages other staff members within the organization and greatly helps in building loyalty to the team. The importance of responsibilities being clearly defined cannot be overestimated.Talented staff will easily jump the highest bar set for them; they do, however, want to know that they are jump
17、ing in the right stadium. With such clarification there is little risk that staff will be unsure about how success is defined. In the rapidly changing work environment characteristic of the modern health care organization, job responsibilities are most often equally dynamic. While such an environmen
18、t may provide an exciting challenge, it may also be confusing should the manager be less than effective in communicating corresponding changes in expectations in a reliable manner. Even with well-defined goals andobjectives, staff members invariably look to managers to measure their success. Effecti
19、ve managers recognize this and are clear on their opinions activities or outcomes. It is equally important to address poor performance. Poor performing staff may simply require better clarias fication of their responsibilities and what they are doing both wrong and right. They deserve a candid discu
20、ssion with appropriate follow up on what the manager expects from them. 译文 优化员工激励 资料来源 : 医师长官 ; 35 第 4 期 作者：埃德加 斯泰尔 任何组织领袖的一个最重要也是最困难的责任就是员工激励。这样就会有一条很长的路去确保一个健康 、 专业 、 创造性的工作环境。 鉴于此技能的重要性，这些领导不会把风险带给自己的组织或自己的职位。这已让我们充分认识到有时候积极的激励因素园园优于消极的激励因素；后者简单的工作将最终导致不满，不满的员工将可能像工作一样多的时间去考虑如何离开工作岗位。 有效的管理者不仅要承认
21、这个事实，但也要意识到要识别员工积极的激励因素需 要根据员工的工作能力。他意识到促进一个员工甚至是在同个岗位将不4 会产生同样的结果。 承认这些差异的方法经常需要利用各种激励方法 。 工作环境 有一定数量的的员工在假定符合规定的期望 维护基本水平甚至让他们满意的地方，提供一个可以激发他们积极性的环境。这些包括公平补偿 (例如 ,薪水和激励 )和足够的利益 (例如 ,健康保险等 )。高素质的职工队伍成员了解其价值、在短时间内改变他们在管理中小事聪明大事糊涂的部分。 工作人员认为自己得到补偿范围内的方式是给一个职位，但是他们也 认为让他们拥有在一定范围内的独特训练和专业知识也是一种得到补偿的方式；
22、对于那些 对于那些特别优秀 或合格的个人，他们通常会接受下降到这个范围的上限。 然而，值得注意的是赔偿可能包括不同于现金支付的形式上的奖励；例如，有偿提供一个事业发展的机会 (可以是内部或外部 )，可能是实质的诱因和特别在现今削减成本的环境。 工作人员必须有信心，他们的良好表现直接关系到一个更高的 职位工作的安全性。他们还认为工作必须 确保他们的安全工作条件 ，不受生理和心理伤害。 最后 ,组织的人力资源政策和程序 ,以确保公平的水平也基本的期望。 据推测，上述问题 将他们放置在一个适当的组织，因为 ,没有了它们 ,经理发现自己在一个不仅影响他们不能够积极的提高员工积极性也会影响组织的生存能力
23、。 一般员工回应特别充分的激励基础的补偿能很好的被挑战和目标所指导。它具有很强的主动性有一定的 能力控制自己的命运。 有效的管理者采取目标商定的目标和充分利用这一激励方法，定期举行会议，以便与工作人员共同确定。 激励员工的方式的关键是需要关于这个宗旨有关的细节。这是极大的促进有一些人控制自己的命运。有效的管理者充分利用这一激励方法， 定期举行会议，以便与工作人员共同确定。 职 位 假如这个环境要求在一个适当的地方，也许最重要的的位置组件是为了创造一个有积极性的员工是雇佣对的人放在首要位置。 而雇佣的权利在这个意义上是不那么容易 的 ，它需要认真思考并努力去做 ，长期的比短期的把错误的人移动到各
24、个职位更加容易，最终必然带来的解雇。这种错误不仅在经济上付出很多，而且在人力资源和其他资源也付出很多。 招聘权利包括仔细考虑到责任和职位说明书。 适当注意这些问题前面提高管理者的能力，以便更好地确定成功的可能性最高的候选人。 雇佣合适的人也有事半功倍的效果。 快乐，勤奋工作的工作人员树立积极的榜样方便日后 聘 用；不行的聘用将产生相反的效果。 在一个相关的方式，在这些情况下在正确的位置可能 通过晋升来填补， 这应该是目标，而不是外界租用。这样做可以鼓励组5 织内的其他工作人员，并大大有助于建立团队的忠诚 。 责任的重要性被明确是不容低估的。优秀的员工很容易为了他们跳过最高的障碍；他们这样做，然
25、而，要知道他们正在投入正确的体育场。有了这样的说明，员工几乎将几乎没有任何风险去不确定如何成功的定义。在 工作职责 通常也是同样变化的。 虽然这样的环境下也可以提 瞬息万变的现代健康医疗保健工作中， 供一个令人兴奋的挑战，它也可能会造成混乱的 管 理小于相应的有效的沟通改变可靠的期望变化。 即使有明确的目标和目的， 工作人员总是指望管理者来衡量他们的成功。有效的管理者认识到这一点， 并在日常活动中明确他们的意见。 同样重要的是处理性能较差。效能不佳的员工可能只是需要更好的 责任，表现他们 在做什么是错误的什么是正确的。 他们应该有适当的后续讨论， 管理者会坦诚他们的期望是什么。 当工作人员有权作出决定，不仅影响自己，他们的同事 ，让他们更好的了解管理固有的困难。最后， 地点安排或允许某些修改，传统的工作场所可能是相当有效的工作人员在创造一定的一种激励环境。这可能是解决的 机会，通过提供灵活的时间表时间或允许员工在家工作 。 这种管理理念参与过程中认识到，工作人员感到在组织中的既得利益， 他们的决策是积极的参与者决定的。 最后，还有一个动机的数量标准，提供一个基准水平，但不一定满意的工作场所。 假设该组织注意到正确的聘用符合岗位条件的员工，这是管理人员的责任去澄清什么事独特的员工激励。 此外，管理者必须确保各方面多管齐下，圆满完成这些动因在工作环境和个人水平来使人满意
