A. Ensuring employees arrive at work geared up and ready to give their all is a major challenge facing managers today. It used to be so easy. A fat cheque and the promise of promotion was all that was needed to keep people committed, loyal and happy. But the world of work has changed, and nowadays, organisations cannot rely on the corporate cheque book to give them the edge. Numerous employment surveys have shown that although pay still makes people tick, a whole raft of other issues have entered the motivation equation.
今天確保雇員準(zhǔn)備就緒并且全力以赴的工作是對(duì)經(jīng)理來說一項(xiàng)巨大的挑戰(zhàn)焰宣。過去是如此的容易恋追。一張豐厚的支票和一個(gè)升職的承諾可以使得人們保持他們的承諾，忠誠(chéng)和快樂卿城。但是工作的世界開始改變搬瑰，現(xiàn)在歼疮，公司不能依賴于支票簿（錢）來獲得優(yōu)勢(shì)跨琳。雖然無數(shù)的雇傭的調(diào)查研究顯示盡管薪水可以激勵(lì)人們，但大量的其他問題也在激勵(lì)方式中出現(xiàn)遂赠。
B. One of the problems is that managers often don't appreciate they are playing in a completely new ball game, and a reliance on old-style motivational techniques just won't work in today's technology-driven, fast-paced business environment. For example, an employee could be working in South Africa, with a boss sitting in London and main client they are dealing with based in Asia. So for someone who is very motivated by face-to-face contact and a collegiate environment, that could be a huge problem.
問題之一是管理人員經(jīng)常不能領(lǐng)會(huì)到他們正在進(jìn)入一個(gè)全新的球類游戲久妆，同時(shí)對(duì)一個(gè)老的激勵(lì)模式的依賴已經(jīng)在當(dāng)今技術(shù)驅(qū)動(dòng)，高節(jié)奏的商業(yè)環(huán)境中行不通了跷睦。比如說筷弦，一個(gè)雇員可能在南非工作，他的老板在倫敦抑诸，同時(shí)他們正在合作的主要客戶在亞洲烂琴。因此對(duì)需要面對(duì)面交流和學(xué)校環(huán)境的激烈的話爹殊， 那將成為一個(gè)巨大的問題。
C. What most employees expect is the chance to work flexibly, on interesting and stimulating tasks that give them the opportunity to develop their skills and talents. Managers on the ground may not always be able to influence pay and working practices-but, if they are to extract top performance from their teams, they need to know how to press the right button and create a culture that will inspire their workforce, a culture in which achievement is acknowledged and people feel valued.
大多數(shù)雇員期盼的是工作的多樣性监右，興趣并且能夠激勵(lì)的任務(wù)將給他們機(jī)會(huì)發(fā)展他們的技能和天賦边灭。基層的管理人員可能不是總能夠影響薪酬和工作的內(nèi)容健盒，但是，如果他們要能夠從團(tuán)隊(duì)中獲得最佳表現(xiàn)称簿，他們需要知道如何按下正確的按鈕并且創(chuàng)造一個(gè)激勵(lì)他們生產(chǎn)力的企業(yè)文化扣癣，一種成就感能被認(rèn)可并得到人們感到被重視的文化。
D. Organisations should focus on asking people what they want- a relatively simple task that is too often considered unnecessary. However, questions about motivation have to be asked skilfully, or you won't get to the bottom of what really makes people go that extra mile. Two people may both say they want an interesting and stimulating job, but have widely divergent ideas of what would constitute such a position: a city trader would probably find business consultancy boring, and a consultant might be scared by the city trader's job, but both may be very satisfied with their own job.
公司應(yīng)該專注于詢問自己的員工他們想要什么-一個(gè)他們經(jīng)常認(rèn)為是不必要的簡(jiǎn)單工作憨降。然而父虑，關(guān)于激勵(lì)的問題必須被巧妙的問出來，否則的話你將無法弄清楚是什么讓人們多做了一小步授药。兩個(gè)人可能都在說他們想要一個(gè)由興趣且有刺激的工作士嚎，但是關(guān)于構(gòu)成這樣一個(gè)職位的想法卻大相徑庭：一個(gè)城市里的貿(mào)易商可能發(fā)現(xiàn)商業(yè)咨詢很無聊，同時(shí)悔叽，一個(gè)咨詢師可能被貿(mào)易商的工作擔(dān)驚受怕莱衩，但同時(shí)這兩人都對(duì)自己的工作感到滿意。
E. There are huge gaps between what employees expect from employers and what they actually get. For instance, employers' emphasis on employability(Equipping workers with "marketable"skills ) may be somewhat misguided. One study showed that what people really wanted was not employability but job security. As a result, employees had the feeling that their employer wasn't delivering, which had a detrimental effect on the employees' workplace performance and attitudes. The problem lies partly in a lack of communication: to ensure mutual understanding and to align employees' values and goals with those of the organisation, much more conversation is needed.
在員工期待從雇主那得到什么和他們實(shí)際得到的有一道巨大的差距娇澎。比如說笨蚁，雇主對(duì)就業(yè)能力可能在有些方面有些誤導(dǎo)（使工人裝備適應(yīng)市場(chǎng)的技能).一項(xiàng)研究顯示員工實(shí)際想要的并不是就業(yè)能力而是工作保障。結(jié)果趟庄，員工產(chǎn)生了一種雇主未傳遞的感覺括细，這可能對(duì)員工的工作表現(xiàn)和態(tài)度產(chǎn)生了一個(gè)不好的影響。問題的原因一部分由于缺少溝通：為了確保員工的價(jià)值觀和目標(biāo)和公司的一致戚啥，需要更多的交流溝通奋单。
- People may perceive the same type of work very differently.
員工可能對(duì)同樣類型的工作認(rèn)知非常不同。D - It is important that staff gain recognition for what they have done.
員工對(duì)他們工作認(rèn)可是非常重要的猫十。C - The behaviour of staff may be influenced by disappointment with what their organisation provides. 員工的行為可能會(huì)被他們公司提供的服務(wù)失望而受到影響览濒。E
- Traditional ways of motivating staff can not be put into practice these days. 傳統(tǒng)的激勵(lì)員工的方式可能沒有辦法在當(dāng)今時(shí)代中實(shí)踐。B
- A good salary alone is no longer enough to motivate staff. 僅靠高薪不在足夠激勵(lì)員工 A
- It is desirable for staff and their employers to have similar objectives. 員工和雇主都希望能有相同的目標(biāo)炫彩。E
- Staff should be able to improve their abilities through their work. 員工應(yīng)該能通過工作提高他們的能力匾七。C
- Not all companies see a need to find out what motivates their staff 并不是所有的公司都認(rèn)為有必要找出是什么激烈他們的員工 . D
