员工激励【外文翻译】.doc

　　本科毕业论文（设计） 外 文 翻 译 　　原文： 　　Employee Motivation 　　The problem of motivating other people is probably as old as the history of manhimself, or at least as old as that point in time when man found he could onlyaccomplish certain tasks by combining his efforts or abilities with those of otherindividuals. With the onset of this realization of the value and need for cooperativeeffort, the problem was further compounded when larger numbers of people wereneeded to accomplish a task. The situation then arose of providing direction to such amultiple effort; and with direction, i.e., someone telling others what to do oroverseeing the effort, there came the matter of how to motivate these people. The oldsaying, one can lead a horse to water but one cannot make him drink, was and remainsthe crux of the motivation problem. 　　The whip, the lash, cajolery, persuasion, bribery, promises, pleadings, andnumerous other techniques have been and are still being used in an attempt tomotivate others. Yet, despite our long confrontation with this problem, we are still farfrom understanding or knowing how to motivate others. Motivation is a matter furthercomplicated by the particular period of time, the particular circumstances and the par-ticular economic conditions surrounding an act. Under conditions of prosperity andfull employment, such as the U.S.A. has experienced, the problem of motivatingothers may become a far more difficult task, particularly in a free society. It is notuncommon today to hear employers ask: How does one get his employees to begenuinely concerned about their work, to take real interest in what they are doing, toaccept challenges, to take pride in what they are doing, to want to accomplish at ahigh level, to want to assume responsibility? 　　Let us begin by examining the problem of motivation in an organizational setting,for it is here that our particular interests are most concerned. Analytically and forsimplicitys sake, one can discern five key elements which play