F1-管理学术语英汉对照解释（16）

Motivating Employees

1、Motivation ：动机

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

个体希望通过高水平的努力而实现组织目标的愿望，其前提条件是这种努力能够满足个体的某些需要。

2、Need ：需要

An intermal state that makes certain outcomes appear attractive.

指的是一种内部状态，它使人感到某种结果具有吸引力。

3、Hierarchy of needs theory ：需要层次理论

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

马斯洛的理论包含了人类五个层次的需要：生理、安全、社交、尊重和自我实现。

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、栖身之地、性以及其他方面的身体需要。

5、Safety needs：安全需要

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

保护自己免受身体和情感伤害，同时能保证生理需要得到持续满足的需要。

6、Social needs：社交需要

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

包括爱情、归属、接纳、友谊的需要。

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.

内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、认可和关注等。

8、Self-actualization needs：自我实现需要

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

成长与发展、发挥自身潜能、实现理想的需要。这是一种要成为自己能够成为的人的内驱力（追求个人能力极限的内驱力）。

9、Theory X：X理论

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

主要代表了一种对人的消极观念，它认为工人没有雄心大志，不喜欢工作，只要有可能就会逃避责任，为了保证工作效果必须要严格监控。

10、Theory Y：Y 理论

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

提供了一种积极的人性观点，它认为工人可以自我指导，他们接受甚至主动寻求工作责任，他们把工作视为一项自然而然的活动。

11、Motivation-hygiene theory：激励—保健理论

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

内部因素与工作满意和动机有关，外部因素与工作不满意有关。

12、Hygiene factors：保健因素

Factors that eliminate job dissatisfaction but don‘t motivate.

这些因素只能安抚员工，不能激励员工，赫茨伯格称这些为导致工作不满意感的外部因素。

13、Motivators：激励因素

Factors that increase job satisfaction and motivation.

增加员工的工作满意感和积极性。

14、Three-needs theory：三种需要理论

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

这种激励理论认为三种需要——成就、权力和归属感是工作中的主要动机。

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.

达到标准、追求卓越、争取成功的需要。

16、Need for power （nPow）：权利需要

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

左右他人以某种方式行为的需要。

17、Need for affiliation （nAff）：归属需要（needs for affiliation）

The desire for friendly and close interpersonal relationships.

建立友好和亲密的人际关系的愿望。

18、Goal-setting theory：目标设置理论

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

具体的目标回提高工作成绩；另外，困难的目标一旦被人们接受，将会比容易目标导致更高的工作绩效。

19、Self-efficacy：自我效能感

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

个体对于自己能否完成任务的信念。

20、Reinforcement theory：强化理论

The theory that behavior is a function of its consequences.

它提出行为是结果的函数。

21、Reinforces：强化物

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

如果行为之后紧接着给予一个积极的强化物，则会提高该行为重复的比率。

22、job design：工作设计

the way tasks are combined to form complete jobs

将各种任务组合起来构成全部工作的方法。

23、Job scope：工作范围

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

在一个工作中所要求的任务数量，以及这些任务被重复的频率。

24、Job enlargement：工作扩大化

The horizontal expansion of a job by increasing job scope.

这种将工作范围扩大的设计类型称为工作扩大化。

25、Job enrichment：工作丰富化

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

通过增加计划和评估责任而使工作纵向发展的一种具有激励作用的工作设计方法。

26、Job depth：工作深度

The degree of control employees have over their work.

员工对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.

给我们提供了这样一个框架，设计和分析了五种主要的工作特点，并分析了这些特点之间的关系，以及它们对员工生产率、积极性和满意感的影响。

28、Skill variety：技能多样性

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

指一项工作中要求员工使用各种技能和才干以完成不同类型活动的程度。

29、Task identity：任务完整性

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

指一项工作中要求完成一件完整的和可辨识的任务的程度。

30、Task significance：任务重要性

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

指一项工作对员工生活或其他人工作的实际影响程度。

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.

指一项工作给任职者在安排工作内容、确定工作程序方面，实际上提供了多大的自由度、独立性及自主权。

33、Feedback：工作反馈

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.

指员工在完成任务的过程中，可以直接而明确地获得有关自己工作绩效信息的程度。

34、Equity theory：公平理论

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

这一理论认为员工首先把自己在工作情境中得到的结果与自己的努力进行比较，然后再将自己的所得—付出比与他人的所得—付出比进行比较，如果员工感到自己的比率与他人的比率是等同的，则为公平状态。

35、Referents：参照对象

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

是公平理论中十分重要的变量，它可以划分为三种类型：“他人”、“系统”和“自我”。

36、Expectancy theory：期望理论

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.

它认为当人们预期某种行为能带给个体某种特定的结果，而且这种结果对个体具有吸引力时，个体就倾向于采取这种行为。

37、Compressed workweek：压缩工作周

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

指的是员工每周的工作日较少，但每天的工作时间相对较长。

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

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.

这种时间安排系统要求员工每周工作一定数量的时间，并且要遵守一些限制条件，至于什么时候工作可以自己灵活安排。

39、Job sharing： 工作分担

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

即由两名或多名员工共同承担一个全日制的工作任务。

40、Telecommuting：远距离办公

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

员工可以待在家里，通过电脑和调制调解器与工作单位保持联系。

41、Pay-for-performance programs： 绩效工资方案

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

指的是在绩效测量的基础上支付员工工资的薪酬方案，诸如计件工资方案、奖励工资制度、利润分成、包干奖金等等。

42、Open-book management： 账目公开管理

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

通过公开财务报表（即“账目”）方式，让员工参与决策，与员工共享信息，使员工更积极地作出有利于工作的决策，更好的理解自己的工作内容和工作方式对公司的意义。

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