F1-管理學(xué)術(shù)語(yǔ)英漢對(duì)照解釋（16）

Motivating Employees

1、Motivation ：動(dòng)機(jī)

the willingness to exert high levels of effort to reach organizational goals，conditioned by the effort‘s ability to satisfy some individual need.

個(gè)體希望通過(guò)高水平的努力而實(shí)現(xiàn)組織目標(biāo)的愿望，其前提條件是這種努力能夠滿足個(gè)體的某些需要。

2、Need ：需要

An intermal state that makes certain outcomes appear attractive.

指的是一種內(nèi)部狀態(tài)，它使人感到某種結(jié)果具有吸引力。

3、Hierarchy of needs theory ：需要層次理論

Maslow‘s theory that there is a hierarchyof five human needs：physiological ， safety， social， esteem， and self-actualization.

馬斯洛的理論包含了人類(lèi)五個(gè)層次的需要：生理、安全、社交、尊重和自我實(shí)現(xiàn)。

4、Physiological needs：生理需要

A person‘s needs for food， drink， shelter， sexual satisfaction， and other physical needs.

包括食物、水、棲身之地、性以及其他方面的身體需要。

5、Safety needs：安全需要

A person‘s needs for security and protection from physical and emotional harm.

保護(hù)自己免受身體和情感傷害，同時(shí)能保證生理需要得到持續(xù)滿足的需要。

6、Social needs：社交需要

A person‘s needs for affection， belongingness， acceptance， and friendship.

包括愛(ài)情、歸屬、接納、友誼的需要。

7、Esteem needs：尊重需要

A person‘s needs for internal factors such as self-respect. autonomy.and achievement. and external factors such as status. recognition. and attention.

內(nèi)部尊重因素包括自尊、自主和成就感等；外部尊重因素包括地位、認(rèn)可和關(guān)注等。

8、Self-actualization needs：自我實(shí)現(xiàn)需要

A person‘s need to become what he or she is capable of becoming.

成長(zhǎng)與發(fā)展、發(fā)揮自身潛能、實(shí)現(xiàn)理想的需要。這是一種要成為自己能夠成為的人的內(nèi)驅(qū)力（追求個(gè)人能力極限的內(nèi)驅(qū)力）。

9、Theory X：X理論

The assumption that employees dislike work， are lazy， avoid responsibility， and must be coerced to perform.

主要代表了一種對(duì)人的消極觀念，它認(rèn)為工人沒(méi)有雄心大志，不喜歡工作，只要有可能就會(huì)逃避責(zé)任，為了保證工作效果必須要嚴(yán)格監(jiān)控。

10、Theory Y：Y 理論

The assumption that employees are creative， enjoy work，seek responsibility， and can exercise self-direction.

提供了一種積極的人性觀點(diǎn)，它認(rèn)為工人可以自我指導(dǎo)，他們接受甚至主動(dòng)尋求工作責(zé)任，他們把工作視為一項(xiàng)自然而然的活動(dòng)。

11、Motivation-hygiene theory：激勵(lì)—保健理論

The motivation theory that intrinsic factors are related to job satisfaction and motivation， whereas extrinsic factors are associated with job dissatisfaction.

內(nèi)部因素與工作滿意和動(dòng)機(jī)有關(guān)，外部因素與工作不滿意有關(guān)。

12、Hygiene factors：保健因素

Factors that eliminate job dissatisfaction but don‘t motivate.

這些因素只能安撫員工，不能激勵(lì)員工，赫茨伯格稱這些為導(dǎo)致工作不滿意感的外部因素。

13、Motivators：激勵(lì)因素

Factors that increase job satisfaction and motivation.

增加員工的工作滿意感和積極性。

14、Three-needs theory：三種需要理論

The motivation theory that says three needs—achievement， power， and affiliation—are major motives in work.

這種激勵(lì)理論認(rèn)為三種需要——成就、權(quán)力和歸屬感是工作中的主要?jiǎng)訖C(jī)。

15、Need for achievement （nAch）：成就需要

The drive to excel to achieve in relation to a set of standards， and to strive to succeed.

達(dá)到標(biāo)準(zhǔn)、追求卓越、爭(zhēng)取成功的需要。

16、Need for power （nPow）：權(quán)利需要

The need to make others behave in a way that they would not have behaved otherwise.

左右他人以某種方式行為的需要。

17、Need for affiliation （nAff）：歸屬需要（needs for affiliation）

The desire for friendly and close interpersonal relationships.

建立友好和親密的人際關(guān)系的愿望。

18、Goal-setting theory：目標(biāo)設(shè)置理論

The proposition that specific goals increase performance and that difficult goals， when accepted， result in higher performance than do easy goals.

具體的目標(biāo)回提高工作成績(jī)；另外，困難的目標(biāo)一旦被人們接受，將會(huì)比容易目標(biāo)導(dǎo)致更高的工作績(jī)效。

19、Self-efficacy：自我效能感

An individual‘s belief that he or she is capable of performing a task.

個(gè)體對(duì)于自己能否完成任務(wù)的信念。

20、Reinforcement theory：強(qiáng)化理論

The theory that behavior is a function of its consequences.

它提出行為是結(jié)果的函數(shù)。

21、Reinforces：強(qiáng)化物

Any consequence immediately following a response that increases the probability that the behavior will be repeated.

如果行為之后緊接著給予一個(gè)積極的強(qiáng)化物，則會(huì)提高該行為重復(fù)的比率。

22、job design：工作設(shè)計(jì)

the way tasks are combined to form complete jobs

將各種任務(wù)組合起來(lái)構(gòu)成全部工作的方法。

23、Job scope：工作范圍

The number of different tasks required in a job and the frequency with which those tasks are repeated.

在一個(gè)工作中所要求的任務(wù)數(shù)量，以及這些任務(wù)被重復(fù)的頻率。

24、Job enlargement：工作擴(kuò)大化

The horizontal expansion of a job by increasing job scope.

這種將工作范圍擴(kuò)大的設(shè)計(jì)類(lèi)型稱為工作擴(kuò)大化。

25、Job enrichment：工作豐富化

The vertical expansion of a job by adding planning and evaluating responsibilities.

通過(guò)增加計(jì)劃和評(píng)估責(zé)任而使工作縱向發(fā)展的一種具有激勵(lì)作用的工作設(shè)計(jì)方法。

26、Job depth：工作深度

The degree of control employees have over their work.

員工對(duì)于自己工作的控制程度。

27、Job characteristics model （JCM）：工作特征模型

t A framework for analyzing and designing jobs that identifies five primary job characteristics， their interrelationships， and their impact on outcomes.

給我們提供了這樣一個(gè)框架，設(shè)計(jì)和分析了五種主要的工作特點(diǎn)，并分析了這些特點(diǎn)之間的關(guān)系，以及它們對(duì)員工生產(chǎn)率、積極性和滿意感的影響。

28、Skill variety：技能多樣性

The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.

指一項(xiàng)工作中要求員工使用各種技能和才干以完成不同類(lèi)型活動(dòng)的程度。

29、Task identity：任務(wù)完整性

The degree to which a job requires completion of a whole and identifiable piece of work.

指一項(xiàng)工作中要求完成一件完整的和可辨識(shí)的任務(wù)的程度。

30、Task significance：任務(wù)重要性

The degree to which a job has a substantial impact on the lives or work of others people.

指一項(xiàng)工作對(duì)員工生活或其他人工作的實(shí)際影響程度。

31、Autonomy：工作自主性

The degree to which a job provides substantial freedom， independence， and discretion to the individual in scheduling work and determing the procedures to be used in carrying it out.

指一項(xiàng)工作給任職者在安排工作內(nèi)容、確定工作程序方面，實(shí)際上提供了多大的自由度、獨(dú)立性及自主權(quán)。

33、Feedback：工作反饋

The degree to which carrying out work activities required by a job results in the individual‘s obtaining direct and clear information about his or her performance effectiveness.

指員工在完成任務(wù)的過(guò)程中，可以直接而明確地獲得有關(guān)自己工作績(jī)效信息的程度。

34、Equity theory：公平理論

The theory that an employee compares his or her job‘s inputs-outcomes ratio with that of relevant others and then corrects any inequity.

這一理論認(rèn)為員工首先把自己在工作情境中得到的結(jié)果與自己的努力進(jìn)行比較，然后再將自己的所得—付出比與他人的所得—付出比進(jìn)行比較，如果員工感到自己的比率與他人的比率是等同的，則為公平狀態(tài)。

35、Referents：參照對(duì)象

The persons，systems，or selves against which individuals compare themselves to assess equity.

是公平理論中十分重要的變量，它可以劃分為三種類(lèi)型：“他人”、“系統(tǒng)”和“自我”。

36、Expectancy theory：期望理論

The theory that an individual tends to act in a certain way based on the expectation that the act will be followed by a given outcome and on the attractiveness of that outcome to the individual.

它認(rèn)為當(dāng)人們預(yù)期某種行為能帶給個(gè)體某種特定的結(jié)果，而且這種結(jié)果對(duì)個(gè)體具有吸引力時(shí)，個(gè)體就傾向于采取這種行為。

37、Compressed workweek：壓縮工作周

A workweek in which employees work longer hours per day but fewer days per week.

指的是員工每周的工作日較少，但每天的工作時(shí)間相對(duì)較長(zhǎng)。

38、Flexible work hours （flextime）：彈性工作制

A scheduling system in which employees are required to work a certain number of hours per week but are free， within limits， to vary the hours of work.

這種時(shí)間安排系統(tǒng)要求員工每周工作一定數(shù)量的時(shí)間，并且要遵守一些限制條件，至于什么時(shí)候工作可以自己靈活安排。

39、Job sharing： 工作分擔(dān)

The practice of having two or more people split a full-time job.

即由兩名或多名員工共同承擔(dān)一個(gè)全日制的工作任務(wù)。

40、Telecommuting：遠(yuǎn)距離辦公

A job approach in which employees work at home and are linked to the workplace by computer and modem.

員工可以待在家里，通過(guò)電腦和調(diào)制調(diào)解器與工作單位保持聯(lián)系。

41、Pay-for-performance programs： 績(jī)效工資方案

Compensation plans that pay employees on the basis of some performance measure.

指的是在績(jī)效測(cè)量的基礎(chǔ)上支付員工工資的薪酬方案，諸如計(jì)件工資方案、獎(jiǎng)勵(lì)工資制度、利潤(rùn)分成、包干獎(jiǎng)金等等。

42、Open-book management： 賬目公開(kāi)管理

A motivation approach in which an organization‘s financial statements（the “books”） are shared with all employees.

通過(guò)公開(kāi)財(cái)務(wù)報(bào)表（即“賬目”）方式，讓員工參與決策，與員工共享信息，使員工更積極地作出有利于工作的決策，更好的理解自己的工作內(nèi)容和工作方式對(duì)公司的意義。

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