1、中文 3525 字 外 文 翻 译 原文： The different dimensions of loyalty The first problem in studying loyalty in human organizations is that there seems to be no generally accepted definition of this concept. Often, loyalty is taken to mean remaining in an organization for a long time. But some studies have shown
2、 how it can have many different dimensions. Cole (2000), for instance, interviewed David L. Sturn, President of the Loyalty Institute, an arm of Chicago-based Aon Consulting, about a study undertaken by that organization interviewing the employees of more that 200 of its corporate clients. According
3、 to that study, what characterizes a “committed” employee is that (1) he is a team player； (2) willing to make sacrifices for the good of the company； (3) believes in the companys products； (4) will recommend the company as among the best places to work, and (5) is prepared to stay in the company fo
4、r the next several years, even if offered a modest pay increase elsewhere (Cole, 2000). Obviously, the first four characteristics of a committed employee go well beyond the fifth one, which is the only one related with remaining in the organization； and, still qualifying the fact of remaining in the
5、 organization by rejecting a change with a “modest” pay increase elsewhere. Employees are the basic ingredients, their enthusiasm on behalf of corporate morale, awareness of their work reflected in the subtle strength of the enterprise. Employee loyalty will greatly stimulate their initiative and cr
6、eativity. So that potential employees into full play. Loyalty is the efficiency, increase employee loyalty and increase customer satisfaction there is promotion. Business per employee increased loyalty, competitive strength will have been improved. In the modern economy, employees will be judged acc
7、ording to their own personal development continue to find their own space, the flow of talent to be a common phenomenon. Enterprises as always in the dynamic development of economic organizations, employees and business contract between the text. Does not guarantee a stable relationship between empl
8、oyees and enterprises. To maintain this long-term stable relationship, and in good faith reliance on the need to build the employment relationship, nurture and increase employee loyalty. Powers (2000) offers an interesting set of indicators of loyalty: Remaining with the company； not leaving, not jo
9、b hunting Staying late to complete a project Keeping the companys business confidential； no whistle-blowing Promoting the company to customers and community Adhering to rules without close supervision Sacrificing personal goals to achieve companys goals No gossiping, lying, cheating or stealing Buyi
10、ng companys products Contribution to company-sponsored charities Offering improvement suggestions Participating in companys extracurricular activities Following orders Taking care of company property and not being wasteful Working safely Not abusing leave policies； including sick leave Helping cowor
11、kers； cooperating Again, remaining with the company is a symptom of loyalty, but only a symptom. And a symptom is an indication, a noisy signal. A headache may be a symptom of a malignant brain tumor or a symptom of poor eyesight. The remaining indicators are also noisy signals, which go along with
12、the basic intuitive concept of loyalty. In summary, both in the Cole and Powers articles, the basic idea is that an employee is committed, or loyal, to an organization when he holds two kinds of beliefs: (1) believes that what the organization is doing “is worth the while”, i.e., feels that the prod
13、ucts of the company are really solving some type of human need； and (2) feels that the people he works with (superiors, subordinates, or at the same level) are people he can work with, and, therefore, is willing to cooperate with them, is willing to have initiatives, and be a team player. It is inte
14、resting to point out though, that in these analyses, loyalty and commitment are viewed as very positive for the organization and (possibly) for the individual. On the opposite side, some researchers have noticed some negative characteristics of loyalty and commitment. Randall (1987), for instance, s
15、ignals as disadvantages of a strong commitment to an organization: (a) for the individual, that it may stymie individual growth and limit opportunities for mobility, as well as stifle creativity and innovation, and (b) for the organization, that it may blindly devote the individuals to their employe
16、rs, and therefore perhaps waste their time and talents in jobs they dont like, making it a situation that is unprofitable both for the individual and for the organization. Essentially then, the unfavorable consequences of loyalty are reduced to the possible loss of efficiency that is obtained if an
17、individual is used where he shouldnt be, which harms both the individual and the organization, but much more the former than the latter, and has to do with a misallocation of resources that is rather an error in judgement than a mistake arising from loyalty itself. Improve related incentives. Incent
18、ives for employees means recognition of the work of employees, whether an enterprise to meet the core needs of employees largely determines the respect and recognition of the core staff of the enterprise and work attitudes. First, material incentives, improve pay and benefits system of enterprises a
19、nd the establishment of an effective performance appraisal system, so that pay and reward key employees as much as possible match； second spiritual motivation for the core employees is more important incentive in this regard , enterprises should fully express the respect and trust of key employees,
20、such as regular communication with key employees, interest in and solve their problems, give them challenging work distribution and give the appropriate permissions and so on. The premise of the Herzberg et al. (1959) theory, known as the Two-Factor Theory of Motivation, was that managers could use factors known asmotivators to encourage employees to gain satisfaction and, subsequently, better performance in the workplace. Similarly, managers could try to minimize those factors that increase job
