很多雅思考生為了提高雅思閱讀分數，做了很多題目，但成效不大，這時可以想想是不是備考書籍選擇不當造成，建議考生們多多看劍橋雅思真題。今天，上海新航道雅思小編給大家帶來了劍6Test3雅思閱讀Passage2翻譯-在逆境中激勵員工挑戰，希望可以幫助廣大雅思考生輕松備考雅思。

  劍6Test3雅思閱讀Passage2原文翻譯-Motivating Employees under Adverse Conditions

  在逆境中激勵員工挑戰

  THE CHALLENGE

  It is a great deal easier to motivate employees in a growing organisation than a declining one. When organisations are expanding and adding personnel, promotional opportunities, pay rises, and the excitement of being associated with a dynamic organisation create feelings of optimism. Management is able to use the growth to entice and encourage employees. When an organisation is shrinking, the best and most mobile workers are prone to leave voluntarily. Unfortunately, they are the ones the organisation can least afford to lose — those with the highest skills and experience. The minor employees remain because their job options are limited.

  挑戰

  在不斷壯大的企業中激勵員工要比在日益衰落的企業中容易得多。當企業擴大經營和增加員工人數時，晉升機會增多，薪酬提高，而且加人一家充滿活力的企業所帶來的振奮感也會產生樂觀向上的情緒。管理層能夠利用企業的發展來吸引和鼓舞員工。當企業衰退時，流動性最強的優秀員工就會主動離開。不幸的是，這些才能出眾、經驗豐富的員工正是企業最不能失去的人才。表現平庸的員工堅持留下，因為可供他們選擇的職位有限。

  Morale also suffers during decline. People fear they may be the next to be made redundant. Productivity often suffers, as employees spend their time sharing rumours and providing one another with moral support rather than focusing on their jobs. For those whose jobs are secure, pay increases are rarely possible. Pay cuts, unheard of during times of growth, may even be imposed. The challenge to management is how to motivate employees under such retrenchment conditions. The ways of meeting this challenge can be broadly divided into six Key Points, which are outlined below.

  員工的士氣在企業衰退期也會下降。人們擔心自己或許就是下一個被解雇的人。生產率通常有所下降，因為員工寧愿將時間花費在傳播謠言和相互提供精神支持上，也不愿意專注于工作。對工作穩定的人而言，加薪幾乎是不可能的。在企業發展時期聞所未聞的減薪，此時甚至也會強制實施。管理層所面對的挑戰是如何在企業衰退期激勵員工。迎接這一挑戰的方法可以大致分為下列六個關鍵點。

  KEY POINT ONE

  There is an abundance of evidence to support the motivational benefits that result from carefully matching people to jobs. For example, if the job is running a small business or an autonomous unit within a larger business, high achievers should be sought. However, if the job to be filled is a managerial post in a large bureaucratic organisation, a candidate who has a high need for power and a low need for affiliation should be selected. Accordingly, high achievers should not be put into jobs that are inconsistent with their needs. High achievers will do best when the job provides moderately challenging goals and where there is independence and feedback. However, it should be remembered that not everybody is motivated by jobs that are high in independence, variety and responsibility.

  關鍵點一

  大量證據表明，切實做到人盡其才能夠激發工作動力。例如，小型企業或大型企業中自主單位的經營者，應當由業績杰出者擔任。但是，如果空缺的是大型官僚機構的管理職位，則應當選擇對權力需求髙而對關系需求低的人選。相應地，不能為業績杰出者安排與其需求不一致的工作。只有當職位能夠提供具有一定挑戰性的目標，具有獨立性，并提供反饋時，他們才會全力以赴地工作。然而，我們應當牢記并不是每個人都會被獨立性強、形式多樣和責任要求高的工作所激勵。

  KEY POINT TWO

  The literature on goal-setting theory suggests that managers should ensure that all employees have specific goals and receive comments on how well they are doing in those goals. For those with high achievement needs, typically a minority in any organisation, the existence of external goals is less important because high achievers are already internally motivated. The next factor to be determined is whether the goals should be assigned by a manager or collectively set in conjunction with the employees. The answer to that depends on perceptions of goal acceptance and the organisation’s culture. If resistance to goals is expected, the use of participation in goal-setting should increase acceptance. If participation is inconsistent with the culture, however, goals should be assigned. If participation and the culture are incongruous, employees are likely to perceive the participation process as manipulative and be negatively affected by it.

  關鍵點二

  目標設定理論的相關文獻提出，管理者們必須確保所有的員工都有明確的目標并且能夠在實現該目標的過程中獲得評價。追求卓越成就的人是所有企業中具有代表性的少數群體，對于他們而言，外部目標的存在并不十分重要，因為業績杰出者已具有極強的內在動機。下一個要決定的因素是目標應由管理者指定，還是應由全體員工共同設定。答案取決于人們對目標的接受程度和企業文化。如果有可能出現對目標的抵制，在設定S標時鼓勵員工參與就會提高接受的程度。然而，如果這種參與和企業文化相矛盾，則應當指定目標。如果參與和企業文化不一致，員工則有可能認為自己在參與過程中被操縱，并且受到負面影響。

  KEY POINT THREE

  Regardless of whether goals are achievable or well within management’s perceptions of the employee’s ability, if employees see them as unachievable they will reduce their effort. Managers must be sure, therefore, that employees feel confident that their efforts can lead to performance goals. For managers, this means that employees must have the capability of doing the job and must regard the appraisal process as valid.

  關鍵點三

  無論目標是否能夠實現，也無論目標是否在管理層認定的員工能力范圍之內，只要員工們認為無法實現目標，他們就不會那么努力。因此，管理者必須確保員工相信他們的努力會使績效目標實現。對于管理者而言，這意味著員工必須能夠勝任工作，而且必須承認(績效)評估流程的有效性。

  KEY POINT FOUR

  Since employees have different needs, what acts as a reinforcement for one may not for another. Managers could use their knowledge of each employee to personalise the rewards over which they have control. Some of the more obvious rewards that managers allocate include pay, promotions, autonomy, job scope and depth, and the opportunity to participate in goal-setting and decision-making.

  關鍵點四

  由于員工們有不同的需求，所以對一個人產生強化效果的事物對于另一個人而言未必適用。在其控制范圍內，管理者可以根據對不同員工的了解給予他們相應的獎勵。管理者們可給予員工的獎勵主要包括薪酬、晉升、自主權、業務范圍和深度，以及參與目標設定和決策的機會。

  KEY POINT FIVE

  Managers need to make rewards contingent on performance. To reward factors other than performance will only reinforce those other factors. Key rewards such as pay increases and promotions or advancements should be allocated for the attainment of the employee’s specific goals. Consistent with maximising the impact of rewards, managers should look for ways to increase their visibility. Eliminating the secrecy surrounding pay by openly communicating everyone’s remuneration, publicising performance bonuses and allocating annual salary increases in a lump sum rather than spreading them out over an entire year are examples of actions that will make rewards more visible and potentially more motivating.

  關鍵點五

  管理者需要將獎勵與績效掛鉤。除工作表現之外，對于其他方面的獎勵只會使這些方面得到加強。諸如加薪和晉升這樣的主要獎勵應在員工實現特定目標后給予。與最大化獎勵效果相一致，管理者應當設法增加獎勵的公開性。例如，通過公示員工工資數目來消除薪酬的保密狀態;公布績效獎金數額;一次性支付年薪的增加額，而不是將其在全年中分別發放;這些方法可以增加獎勵的公開性和潛在激勵性。

  KEY POINT SIX

  The way rewards are distributed should be transparent so that employees perceive that rewards or outcomes are equitable and equal to the inputs given. On a simplistic level, experience, abilities, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. The problem, however, is complicated by the existence of dozens of inputs and outcomes and by the fact that employee groups place different degrees of importance on them. For instance, a study comparing clerical and production workers identified nearly twenty inputs and outcomes. The clerical workers considered factors such as quality of work performed and job knowledge near the top of their list, but these were at the bottom of the production workers’ list. Similarly, production workers thought that the most important inputs were intelligence and personal involvement with task accomplishment, two factors that were quite low in the importance ratings of the clerks. There were also important, though less dramatic, differences on the outcome side. For example, production workers rated advancement very highly, whereas clerical workers rated advancement in the lower third of their list. Such findings suggest that one person’s equity is another’s inequity, so an ideal should probably weigh different inputs and outcomes according to employee group.

  關鍵點六

  獎勵的分配方式必須透明，使員工認識到獎勵或成果是公平并且與特定投人相對等的。簡而言之，經驗、才能，努力及其他主要的投人應當體現在薪酬、職責和其他主要產出的差異方面。然而，問題之所以復雜，不僅是因為投人與產出有多種形式，而且還因為各員工群體對它們的重視程度不同。比如，一項究在比較行政工作人員和生產工人之后，確定了近二十種投人與產出的形式。行政工作人員基本上最重視所做工作的質量和業務知識等因素，但這正是生產工人們最不重視的。同樣，生產工人們認為最重要的投人是才智和任務完成過程中的個人參與，而這兩個因素在行政工作人員的重要性等級排名中則十分靠后。產出方面也有一些同樣重要但不很明顯的差異。例如，生產工人認為晉升非常重要，但行政工作人員卻將晉升排到了重要性列表中的后三位。上述發現表明，一個人認為是公平的事物對于另一個人而言可能是不公平的。因此，理想的方式或許應當針對不同員工群體權衡不同的投人與產出。

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