有意义的工作激励理论的动机外文翻译.doc

外 文 翻 译 原文： Meaningful Motivation for Work Motivation Theory The July 2004 AMR Special Topic Forum on the Future of Work Motivation Theory opens up new research directions to help us understand what motivates wor- kers to work, but it says comparatively little about why we should motivate workers to work. That is, what is the motivation for work motivation theory? Perhaps the lack of emphasis on this question results from a perception that the answer is quite obvious: we need to motivate workers in order to boost productivity. Indeed, the special issue editors—Steers, Mowday, and Shapiro (2004)—briefly address the question as a des- cryiptive matter. They suggest that the motivation for managers to answer it is to enhance individual and group performance, while the motivation for researchers is to support theories of effective management. The lack of attention to the question as a normative matter, however, is remarkable, especially since the guest editors make a direct connection between early developments in motivation theory and the history of philosophical and psychological ethics. The ethics of work motivation theory are important because motivational efforts can exert control over individual moral autonomy. Among other things, motivation usually involves the manipulation of values that motivate individuals to work for organizational ends. In other words, factors that individual workers regard as valuable need to be channeled or redirected to augment organizational productivity. Manipulation of values does not necessarily mean subverting or disregarding moral autonomy; to the contrary, one common theme in work motivation theory is that effective motivational strategies often seek to satiate workers in order to support their productivity. For example, Fried and Slowik (2004) discuss the role of time in goal-setting theory, supporting the conception that workers’ individual goals are relevant motivational values but also showing that subjective time considerati