企业员工激励案例研究-毕业论文外文文献翻译文档格式.docx

企业员工激励案例研究-毕业论文外文文献翻译文档格式.docx

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EMPLOYEEMOTIVATIONINTHECOMPANY.STUDYCASE

Afirm’sperformanceisinadirectlinkwiththeresourcesitinvolves,namelymaterial,financialandhumanresources.Ifinthecaseofthematerialandfinancialresourcesthediagnosisandimprovementprocessesarerelativelysimple,thehumanresourcesimplymorecomplexissues.Thefirstconditionforafirmtoobtainperformance（intermsofhumanresources）isrecruitingstaffwithappropriatequalifications.Butconformingtothiscriteriondoesnotleadautomaticallytotheeliminationofhumanresourcesissues.Currently,thevastmajorityoffirmsemployqualifiedpersonnelwithexperienceinthefield,yetmanyofthemrecordaninadequateperformanceinhumanresources.Thisisduetostaffmotivation.Inadditiontoemployingqualifiedpersonnelwithexperienceitisnecessarythatitbemotivatedadequately.Butmotivationcanbeachievedthroughavarietyofforms,salarybonusesandbenefitssuchascellphones,cars,productsatpromotionalprices,programflexibilityandmore,allhavingadifferentimpact.

This article explores the effectiveness of various manifestations of

motivation,tryingtodetermineitsoptimumstructure.Forthispurposeananalysiswasmadeofafirmthatobtainedasignificantimprovementinperformance,whilemaintainingmaterialandfinancialresourcesconstant.Thecompanyappliesmanywaystomotivatestaff,soitwaspossibletoanalyzetheimpactofeachone.Followingthisanalysisanindicativehierarchyofmotivationalmethodswascreated.Theresultsofthisstudycanbeusedandadaptedinanycompaniesthatwanttoimprovethequalityoftheirhumanresources.

Keywords:

humanresources,motivationalmethods,personnel,motivation,motivationstructure

INTRODUCTION

Motivationisdefinedastheactionoforientingonesbehaviortoaspecificgoal.Therearealotoftheoriesthattrytoexplain,howandwhymotivationfunctionasisdoes.Thesimplestexplicationofhowmotivationfunctionsis“theneedtominimizephysicalpainandmaximizepleasure”,therearealotofneedsthatmayactasamotivator（e.g.eating,resting,oradesiredobject,hobby,goal,stateofbeing,ideal）.Othertheoriesattributemotivationtoless-apparentreasonssuchasaltruism,selfishness,morality,oravoidingmortality.（SeligmanM,1995）

INCENTIVETHEORY

Thistheoryisoneoftheoldest,anditstatesthatpresentingareward（tangibleorintangible）aftertheoccurrenceofacertainactionwillcausethebehaviortooccuragain.Thetheoryisbasedonthefactthatthesubjectsmindwillassociateapositivemeaningtothebehavior.（MaslowA.,1970）.

Thetimepassedsincetheoccurrenceoftheactionandthemomentwhenthesubjectispresentedwiththerewardisalsoveryimportant,ithasbeenshownthatforshotperiodstheimpactisgreaterthanforlongerones.Ifthiscycleofaction–rewardisrepeateditispossibletoconvertthatactionintoahabit.（Goldthorpe,J.H.andothers,1968）

Thistheorydepictsmotivationasaverysimpleprocess,butinrealitytherearealotoffactorsthatinfluenceit.Therearealotofmotivationaltechniquesanditishardtodecidewhichoneistheoptimumforagivensituation.（KerrS.,1995）

EMPLOYEEMOTIVATION

Oneofthemostimportantusesofmotivationisinacompany.Organizationsemployworkerstoperformcertaintasks;

theseworkersneedtobemotivatedinordertoperformtheirtaskswithmaximumproductivity.Thetraditionalmotivatorforaworkerishissalary,butinmanycasesthatisn`tenough.Companiesusealotinnovatingtacticstokeeptheirproductivityatamaximumlevel.Someofthemimplymaterialrewards,othersimplypsychologicalmotivators.（Weightman,J.,2008）

Analyzingfromtheperspectiveofthemotivationalfactorwecanspeakoftwotypesofmotivation:

•Intrinsicmotivationisgeneratedbyafactorthatcomesfromwithinthesubject（beliefs,feelingthatwhathedoesisimportant,modality,theperspectiveoflearningsomethingnew）.

•Extrinsicmotivationisgeneratedbyafactorthatcomesfromtheexterior（e.g.salary,materialrewards,goodreviews）.（Lepper,M.R.andothers,1973）

AveryimportanttheoryinthefieldofmotivationisMaslow`spyramid.InhisworkMaslowhascreatedahierarchyofneedsfeltbyanindividual（MaslowA.,1970）.AtthebaseofhispyramidMaslowputphysiologicalneeds;

foranindividualfoundundertheirconstraintmoneyisaperfectmotivator.ButaftertheseneedaresatisfiedtheindividualwilladvanceonMaslow`shierarchyandhisneedswillchange,thisimpliesthefactthatthemotivatorwillchangeaswell（Goldthorpe,J.H.andothers1968）.AthigherlevelsofMaslow`spyramid,areplacedneedsthataresatisfiedwithpraise,respect,recognitionandempowerment,moneyhavingasmallimpact.（Steinmetz,L.,1983）.

EXPERIMENTS

Giventheextremelyimportantfunctionsplayedbymotivationanditscomplexity,overtimetherehavebeenalotofresearchesandexperiments.OneoftheseexperimentswasmadebySamGluxberg.Gruxbergdeterminedfromthisexperimentthatextrinsicmotivations（suchasmaterialrewards）,putpressureonindividuals,havingnegativeeffectsoncreativity.Fortaskswhosesolutionisobviousextrinsicmotivationsareworkingastheyshouldincreasingperformance,butfortaskswhosesolutionismorecomplex,extrinsicmotivationbackfires,havingnegativeeffectsonperformance.

GivenGluxbergconclusionsin2005ateamofresearchersfromMassachusettsInstituteofTechnology,ledbyD.Arilyconductedasimilarexperiment.TheMITresearchersconclusionsweresimilar.Someresearcherssuggestedmovingtheexperimenttoanothercountry,wherethestandardoflivingwouldbelower,thissuggestionbeingmadeonthebasisthattheU.S.standardoflivingisquitehighandextrinsicmotivations（suchasmaterialrewards）havelostsomeoftheireffect.AsaresultasetofresearchwasconductedinIndia,acountrywithalowlivingstandard

andasumofmoneywhichisirrelevanttoanAmerican,issignificantforanIndian.InIndiatheresultsoftheexperimentwereidenticaltothoseintheU.S..Thereforeitisnotaquestionoflivingstandards.Theconclusionofthetwoexperimentsisthatifthetaskiscomplexthemotivationusesmustbeintrinsic（withintheemployee）andifthetaskissimplethemotivationusesmustbeextrinsic.Butthisconclusionislackingapplicability.Itishardtobelievethatanemployeeoperatingonlyonintrinsicmotivationwillperformtasksintheinterestoacompanyforaperiodoftime.InordertoprovethispointofviewwetakealookatMalov`stheory.

AccordingtoMaslow'

spyramidindividualswillbemotivatedinthefirstphaseofbasicneeds（needssuchasfood,clothing,security）,thoseonthefirsttwolevelsofhispyramid.Onlyafterthesetwoneedswillbesatisfiedtheycanadvance.Inanattempttomeetthesetwobasicneeds,individualswillbeattractedtoextrinsicmotivations.Later,aftersatisfyingthefirsttwolevels,theywilladvance.Onlyinthissecondphasetheywillpresentagreateropennesstointrinsicmotivation.Itisworthmentioningthatinthissecondphasetheywillhavetomaintainthefirsttwoneedsatanoptimumlevelofsatisfaction,thereforetheywillmaintainacertainsensibilitytoextrinsicmotivation（MaslowA.,1970）.Gluxbergusedintheexperimentsubjects,

whomostlikelyhadpastthefirstthreelevelsofthepyramid,thereforetheywerenotaffectedbystrongconstraintssuchaslackoffoodorsecurity.

Ifweweretosuperposethetwotheories,thatofMaslowandGluxbergwegetamorecomplexscenario,whichwouldbemorerealistic.Individualsinthefirstphasewillbeverysensitivetoextrinsicmotivations,oncetheseneedsonthefirstlevelofMaslow'

spyramidaremet,theirsensitivitywillchangetointrinsicmotivation（thissensitivitywillvaryindirectproportiontothelevelattainedinthehierarchicalpyramid）.Butafterthisshift,thesensitivityforintrinsicmotivationwillvarydependingonthecomplexityoftasksindividualshavetoperform.Agraphicalrepresentationisdepictedingraph1andgraph2.

Also,anemployeecancarryoutactivitieswithamediumorhighlevelofcreativityonlywhenhisneedsarelocatedatleastatthethirdlevel（orhigher）onMaslow'

spyramid.Inthemotivationprocessitisveryimportanttotakeintoaccountthespecificworkundertaken.Employeesareextrinsicallymotivated（rewards）andforthosecarryingoutacomplextaskwhichrequirescognitiveandcreativefunctions

itisrecommendedtheuseofintrinsicmotivation,extrinsicshowingmultiplelimitations.Gluxberg'

sconclusionisabitnaiveandinappropriateapplication（forcognitiveandcreativeactivitiestorelatetointrinsicmotivation,extrinsiconeshavinganegativeeffect）,butcombinedwithMaslow'

stheory,ittakesonanewdimensionthatcanhavegreatpracticalutility.

STUDYCASE

Todemonstratethefunctionalityoftheaboveprinciples,weconductedastudyonacompanywith60employees.Wechoseacompanythathastwodivisions:

automotiveservice（35staff）andanautosales（25employees）,thechoicewasbasedontheconsiderationthattheservicedivisionperformstasksdoesnotrequiremuchcognitiveandcreativefunctions（vehiclediagnosesbeingprovidedbyacomputer,otheroperationsbeingdescribedbythevehicleservicemanual）,andthesalesunitwitchperformoppositetask,theymustbeverycreativeindirectmarketing,addressingcustomerssoastopersuadethemtooptforproductsdistributedbythecompany.Anotherconsiderationonwhichthiscompanywaschosenistheformsofmotivationapplied.Intable1theseformsofmotivation