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单元2 职场中的动机 – 译学馆
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单元2 职场中的动机

Business Result Upper Intermediate unit 2 Motivation

单元2 职场中的动机
Unit 2 Motivation in the workplace
Kim Turnbull James教授是克兰菲尔德管理学院的行政教授
Professor Kim Turnbull James is professor of executive learning at Cranfield School of Management.
她正在讨论职场中的动机理论
She is discussing theories of motivation in the workplace.
有关职场上的动机研究由来已久
The study of motivation in the workplace has a long pedigree,
可以追溯到二战时期
and going back before the second world war.
在GC工厂有一项著名的研究:霍桑研究
There was the famous study that was done at the GC plant
它是由伊尔顿·梅奥及其团队共同完成的
and the Hawthorne studies conducted by Elton Mayo and a whole team of people.
他们在霍桑实验中
What they did in the Hawthorne experiments was to take away a group of people
将一群熟练度差不多的工人分开
who were equally as skilled as the rest of the workforce and
然后让不同组的工人
separate them and then subject them
做不同的事来看看
to different things and to see what actually happened
他们的工作方式受何影响
to the way they worked.
一组工人做的事情可能会被认为有很强的动力
And some of the things that they did you might consider to be
所以工人们有极大的兴趣和注意力
highly motivating so they were showed them lots of interest and attention,
一组工人做的事情是关于如何衡量他们的工作
some of the things were to do with how they measured their work,
还有一组工人做的事情有不错的回报
some of the things were to do with rewards or coercions and
他们发现真正有趣的是 他们所做的每一个改变
what they found which is really interesting was that every single change that they made
都让那些工人有了更好的表现
led to a better performance from those people.
所以在研究过程中 他们发现
So in trying to make sense of their studies, what they realized
他们研究的东西其实我们大多数人都知道
was that they were tapping into what perhaps most of us know anyway that
人都会去工作
that real human beings come to work,
人也喜欢与他人进行互动
real human beings like to interact with others.
因此 如果你引起别人的注意力 你就会和他们产生互动
And so in that if you start to give people attention you interact with them,
事实上 这对人们确实很有激励作用
then in fact that’s very motivating for people and indeed
他们的表现确实有所改善
their performance does seem to improve as a result.
所以并不是特定的东西 比如改变模式或者时间长短
So it wasn’t the specific things like the shift patterns or the lengths of time
休息时间 等等引起这种现象
that they have breaks and so on,
人与人之间的互动 才是关键因素
it was actually the interaction with people, that was the crucial factor.
然后 我们来看看一些其它著名的研究
Then we might see some other studies which are very well known.
例如 亚伯拉罕·马斯洛的著名的需求层次理论
We see for example, Abraham Maslow’s, famous Hierarchy of Needs.
我们可以看到 在他的层次体系的底部
What we observe is that at the bottom of his hierachy,
他说 实际上 如果你感到寒冷 疲倦
he said actually if you are cold, tired,
饥饿 无处可回
hungry, no where to live,
你的生活很悲惨
your life is miserable,
那么解决这些问题对你来说就是最重要的
then fixing those things is going to be the most important thing for you.
如果我们把它理解成工作环境
So if we translate that into the working environment,
当然 人们需要知道他们能挣到多少钱
then of course people need to know they can pay,
工资将在本周末支付 他们可以有自己的支付方式和账单
the, the wages will be paid at the end of the week that they can pay their way and for their bills.
他们没有恶劣 寒冷 悲惨
They are not working in condition that are degradating,
的工作环境
or cold, miserable.
当然 一旦你满足了这些需求 人们就有了其他的需求
But of course, once you satisfied those, then people have other needs that come to the fore.
那么他们的社会需求又是如何与人互动的呢?
So again their social needs, how do people interact with them?
他们应该作为一个团体来对待吗?
Are they treated as the member of a team?
人们接受他们吗?
Do people accept them?
他们喜欢待在工作场所吗?
Are they liked in the workplace?
这就把我们带到了另一个重要的层次
And that leads us on to another level of importance, which is:
人们能尊敬他们吗?
Do people feel that there is any esteem for them?
他们能有自尊吗?
Do they have self esteem?
他们认为他们所做的有价值吗?
Do they think what they are doing is a value?
他们能体现自己的价值吗?
Do they value themselves?
在他的需求层次理论顶端
At the very top of his Hierarchy of Needs
他称之为自我实现
is something he calls self-actualization,
这是一个有点理想的类型 但基本上它意味着
which is a bit of a mouthful, but basically it means people want to become
人们都想尽可能成为这类人
all they possibly could become.
在这类工作场所 他们有很强的积极性
And in the work place where they can do it through their work,
通过工作也可以获得超额的回报
then that’s highly rewarding and highly motivating.
赫茨伯格继续说到
Hertzberg came along and said actually
当我们把这一阶段进一步体现在工作场所中
let’s just take this one stage further in the workplace,
然后把他称之为激励因素的东西分为
and divided things he called the motivating factors
保健因子和激励因子
into hygiene and motivators.
保健因子是指
And the hygiene factors are all those things
我们不会辞职
that mean we won’t leave a job.
比如 如果工资不错 我们就不会辞职
So we won’t leave a job if the pay is good necessarily,
如果条件好 我们就不会辞职
we won’t leave a job if the conditions are fine.
如果工作可以继续
We won’t leave a job if the work is something that
我们就不会辞职
we can get on and do, and
我们有很多的指标 所以有很多因素
we have sufficient instructions so there’s lots of things
会让我们留在工作场所
that just keep us in the workplace.
但是如果你真的想让人们多走一步
But if you want to really get people to go the extra mile,
他们就不会止步于那些条件
he argues that it’s more than those conditions.
人们是否天生喜欢这项工作
It’s actually about whether people intrinsically enjoy the work,
人们是否能意识到自己在干什么
whether they get recognized for what they do,
这些就是激励因子
and those are the motivating factors.
我认为所有的这些理论都很重要
I think what’s important about all of these theories
他们可以为我们提供一些指导
is that they can provide us with some guidelines
并且让我们认识到
and some insights about what people find
“激励他人是很重要的”这一见解
important in motivating others.
他们做的不是提供一套公式
What they do not do is provide a set of formula,
也不是以机械的方式来应付
ways of doing things in a mechanistic way.
如果经理们试图运用
And if managers try to apply,
基于某种模型 理论的机械方式来对付员工
any model, any theory in a mechanistic way,
那是很成问题的
then that’s hugely problematic.
员工们想要的是与经理之间的真诚关系
What people want is a genuine relationship with their manager,
经理们有时需要退一步
and managers need to step back sometimes,
从任务角度来问问题:
from being very task-focused just to ask the question:
人们需要什么?
What do people need?
我要做什么来激励他们?
What am I doing that motivates them?
我欣赏他们所做的事吗?
Am I appreciating what they do?
我重视他们所做的事吗?
Do I value what they do?
我是否对他们有足够的了解?
Do I know them individually well enough to know
知道每一个人的重要性?
what’s important to each of these people?
这个团队是如何工作的?
How does this team work
他们是不是有一个好的工作场所?
and does it feel like a good place to work?
他们的付出和奖励有什么关系?
How is what they’re doing connected to the rewards
我们能给团队里的人提供什么?
that we want to offer people in the organization?
这不是一个公式能表达的
And that’s not a formula,
也就是说 这些都是现实的问题
that’s, those are genuine questions,
经理需要去探索
and curiosity that a manager needs to have
自己和员工合作的最佳方式
about the best way to work with his or her staff.
所以这些都不应该当作技术问题来对待
So none of these should be treated as techniques.
它们考验的是忙碌的经理的洞察力
They’re all insights for the busy manager,
而不是随意使用技巧的能力
not techniques to be used indiscriminately.

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视频概述

作为经理,不应该用固定的套路对待员工,应该多与员工互动,不断激励他们,给他们前进的动力。

听录译者

想不出名字

翻译译者

林邑

审核员

审核员MF

视频来源

https://www.youtube.com/watch?v=7jQi_znRFao

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