外文翻译--象牙塔创业：激励系统的问题

《外文翻译--象牙塔创业：激励系统的问题》由会员分享，可在线阅读，更多相关《外文翻译--象牙塔创业：激励系统的问题（12页珍藏版）》请在毕设资料网上搜索。

1、出处： The Journal of Transfer Technology 2007(29) :P353-364. 中文 3729 字 外文文献翻译译文 一、 外文原文 原文： Entrepreneurship from the Ivory Tower: Do Incentive Systems Matter. Gideon D. Markman The study conducted at a lower incentive compensation for the purpose of research, mainly through the existence of incentive

2、 compensation plan, and explore the diversity of pay incentives. Through understanding the impact of incentive pay factors of organizational pay structure. Employee motivation, Gideon Blackman Smarr main research for motivating employees: 1, because the failure to encourage employees not to give up

3、the staff in question should promote its change of mind. 2, continuously improve the quality of staff can not be improved for staff eliminated. 3, by the staff of each department to understand the work, to assess their performance appraisal. 4, do not give employees much the established model to enc

4、ourage them to give full play to their potential and creativity. 5, not only to provide spiritual encouragement, and to give the actual awards. Gideon Blackman Smarr staff should be self-determined that the work of the day. Require each employee to accept the so-called test (mirror test): the face o

5、f the mirror every day, you can reflect on their actions, even occasionally bring home the companys stationery to use such a trivial matter. use of all available actions to convey his thoughts, he said: "；We should build on a clean system supervision, through perseverance, strong leadership, can

6、 not indulge his own subordinates."； In the process of enterprise development, Gideon Blackman Smarr incentives that companies should pay a comprehensive understanding of the concept and use them to pay a reasonable design to go. Pay incentives should be designed to consider the organizations st

7、rategic objectives, then staff and the development of enterprises in the same direction. Gideon Smarr Hickman that the pay structure of enterprises believe that the best option should always be an open discussion and full debate. This can make it through the staff to discuss the result is acceptable

8、 to all ideas. Theory and experience have proved, by the R &； D personnel, marketing personnel, production personnel and financial personnel, most of the staff involved in the pay structure is the most effective. The incentive pay should need to have the 4 elements, namely: with the power to moti

9、vate staff, ways to motivate staff, innovative mechanisms for the concrete implementation in the enterprise. Performance evaluation of staff and research staff salaries and incentive mechanism should the performance evaluation and incentive mechanisms. Employee performance evaluation of research, as

10、sessment criteria, then design a clear assessment of their skills and specific needs to assess the process of assessment indicators. Assessment results must be complemented by incentives, if not encouragement, evaluation would be meaningless. First, the employee performance evaluation of the first p

11、rinciples of evaluation indicators must be closely integrated with the enterprise development strategy, integrated to ensure the competitiveness of the market Second, the assessment team, the staff pay attention to team and individual performance assessment must be closely related to the establishme

12、nt of indicators, which must be reasonable, and to into the system. Third, the principle is based on enterprise development strategy, balanced long-term goals and short-term indicators, the relationship between performance indicators and technical indicators. Promotion and career development opportu

13、nities. Staff to focus on business-to-own training and promotion opportunities. Money to stimulate weak, employees pay more attention to upgrading the status and future development, where material rewards simply can not meet the needs of staff, business staff incentives combined into spiritual and m

14、aterial incentives. The enterprise, and internal promotions have the following significance: first, relative to other incentives (such as monetary incentives), promotion can encourage members of the long-term behavior. Before promotion companies who need to be promoted to long-term performance evalu

15、ation, providing a long-term incentive is an incentive to conduct further encourage members to comply with long-term interests of enterprises； and enterprises are often short-term performance of the employees monetary award. This is mainly short-term incentives to motivate, drive members may pay mor

16、e attention to their own interests while ignoring short-term long-term interests of enterprises. Second, the company promoted from within, excellent staff, and enterprises can share weal and woe with the growth of employees to benefit from business development results. Relative to external recruitme

17、nt, business promotion from within a suitable candidate will enhance the cohesion of the enterprise. Third, the internal promotion of staff have already agreed to the values of enterprise, known as the operation of enterprises, more than external recruitment of staff and integration of more adaptive

18、. Fourth, internal promotion is not only to be promoted Zhe more opportunities and greater scope in the display of their talent, but also to non-promotion or new to providing a professional development expectations for personal career development of employees and enterprises combination of long-term

19、 development, thus enhancing the sense of belonging among staff of the enterprise and loyalty. However, the promotion of enterprise as an incentive, there will still be some problems. First, the level of promotions is limited. Enterprises are only a small number of employees for promotion, but did n

20、ot like the monetary incentive, while rewarding most of the people. Second, the staff of the entire career, even the best people, the number can not be a lot of promotion. The company can be regular employees monetary incentives. Third, the promotion had little chance to win a promotion because of colleagues arising from competition, which may affect the team spirit. Fourth, the promotion manager with the incentive and selection of two