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Motivating Employees
1、Motivation :動機(jī)
the willingness to exert high levels of effort to reach organizational goals,conditioned by the effort‘s ability to satisfy some individual need.
個體希望通過高水平的努力而實現(xiàn)組織目標(biāo)的愿望,其前提條件是這種努力能夠滿足個體的某些需要。
2、Need :需要
An intermal state that makes certain outcomes appear attractive.
指的是一種內(nèi)部狀態(tài),它使人感到某種結(jié)果具有吸引力。
3、Hierarchy of needs theory :需要層次理論
Maslow‘s theory that there is a hierarchyof five human needs:physiological , safety, social, esteem, and self-actualization.
馬斯洛的理論包含了人類五個層次的需要:生理、安全、社交、尊重和自我實現(xiàn)。
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、棲身之地、性以及其他方面的身體需要。
5、Safety needs:安全需要
A person‘s needs for security and protection from physical and emotional harm.
保護(hù)自己免受身體和情感傷害,同時能保證生理需要得到持續(xù)滿足的需要。
6、Social needs:社交需要
A person‘s needs for affection, belongingness, acceptance, and friendship.
包括愛情、歸屬、接納、友誼的需要。
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.
內(nèi)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、認(rèn)可和關(guān)注等。
8、Self-actualization needs:自我實現(xiàn)需要
A person‘s need to become what he or she is capable of becoming.
成長與發(fā)展、發(fā)揮自身潛能、實現(xiàn)理想的需要。這是一種要成為自己能夠成為的人的內(nèi)驅(qū)力(追求個人能力極限的內(nèi)驅(qū)力)。
9、Theory X:X理論
The assumption that employees dislike work, are lazy, avoid responsibility, and must be coerced to perform.
主要代表了一種對人的消極觀念,它認(rèn)為工人沒有雄心大志,不喜歡工作,只要有可能就會逃避責(zé)任,為了保證工作效果必須要嚴(yán)格監(jiān)控。
10、Theory Y:Y 理論
The assumption that employees are creative, enjoy work,seek responsibility, and can exercise self-direction.
提供了一種積極的人性觀點,它認(rèn)為工人可以自我指導(dǎo),他們接受甚至主動尋求工作責(zé)任,他們把工作視為一項自然而然的活動。
11、Motivation-hygiene theory:激勵—保健理論
The motivation theory that intrinsic factors are related to job satisfaction and motivation, whereas extrinsic factors are associated with job dissatisfaction.
內(nèi)部因素與工作滿意和動機(jī)有關(guān),外部因素與工作不滿意有關(guān)。
12、Hygiene factors:保健因素
Factors that eliminate job dissatisfaction but don‘t motivate.
這些因素只能安撫員工,不能激勵員工,赫茨伯格稱這些為導(dǎo)致工作不滿意感的外部因素。
13、Motivators:激勵因素
Factors that increase job satisfaction and motivation.
增加員工的工作滿意感和積極性。
14、Three-needs theory:三種需要理論
The motivation theory that says three needs—achievement, power, and affiliation—are major motives in work.
這種激勵理論認(rèn)為三種需要——成就、權(quán)力和歸屬感是工作中的主要動機(jī)。
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.
達(dá)到標(biāo)準(zhǔn)、追求卓越、爭取成功的需要。
16、Need for power (nPow):權(quán)利需要
The need to make others behave in a way that they would not have behaved otherwise.
左右他人以某種方式行為的需要。
17、Need for affiliation (nAff):歸屬需要(needs for affiliation)
The desire for friendly and close interpersonal relationships.
建立友好和親密的人際關(guān)系的愿望。
18、Goal-setting theory:目標(biāo)設(shè)置理論
The proposition that specific goals increase performance and that difficult goals, when accepted, result in higher performance than do easy goals.
具體的目標(biāo)回提高工作成績;另外,困難的目標(biāo)一旦被人們接受,將會比容易目標(biāo)導(dǎo)致更高的工作績效。
19、Self-efficacy:自我效能感
An individual‘s belief that he or she is capable of performing a task.
個體對于自己能否完成任務(wù)的信念。
20、Reinforcement theory:強(qiáng)化理論
The theory that behavior is a function of its consequences.
它提出行為是結(jié)果的函數(shù)。
21、Reinforces:強(qiáng)化物
Any consequence immediately following a response that increases the probability that the behavior will be repeated.
如果行為之后緊接著給予一個積極的強(qiáng)化物,則會提高該行為重復(fù)的比率。
22、job design:工作設(shè)計
the way tasks are combined to form complete jobs
將各種任務(wù)組合起來構(gòu)成全部工作的方法。
23、Job scope:工作范圍
The number of different tasks required in a job and the frequency with which those tasks are repeated.
在一個工作中所要求的任務(wù)數(shù)量,以及這些任務(wù)被重復(fù)的頻率。
24、Job enlargement:工作擴(kuò)大化
The horizontal expansion of a job by increasing job scope.
這種將工作范圍擴(kuò)大的設(shè)計類型稱為工作擴(kuò)大化。
25、Job enrichment:工作豐富化
The vertical expansion of a job by adding planning and evaluating responsibilities.
通過增加計劃和評估責(zé)任而使工作縱向發(fā)展的一種具有激勵作用的工作設(shè)計方法。
26、Job depth:工作深度
The degree of control employees have over their work.
員工對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.
給我們提供了這樣一個框架,設(shè)計和分析了五種主要的工作特點,并分析了這些特點之間的關(guān)系,以及它們對員工生產(chǎn)率、積極性和滿意感的影響。
28、Skill variety:技能多樣性
The degree to which a job requires a variety of activities so that an employee can use a number of different skills and talents.
指一項工作中要求員工使用各種技能和才干以完成不同類型活動的程度。
29、Task identity:任務(wù)完整性
The degree to which a job requires completion of a whole and identifiable piece of work.
指一項工作中要求完成一件完整的和可辨識的任務(wù)的程度。
30、Task significance:任務(wù)重要性
The degree to which a job has a substantial impact on the lives or work of others people.
指一項工作對員工生活或其他人工作的實際影響程度。
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.
指一項工作給任職者在安排工作內(nèi)容、確定工作程序方面,實際上提供了多大的自由度、獨立性及自主權(quán)。
33、Feedback:工作反饋
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.
指員工在完成任務(wù)的過程中,可以直接而明確地獲得有關(guān)自己工作績效信息的程度。
34、Equity theory:公平理論
The theory that an employee compares his or her job‘s inputs-outcomes ratio with that of relevant others and then corrects any inequity.
這一理論認(rèn)為員工首先把自己在工作情境中得到的結(jié)果與自己的努力進(jìn)行比較,然后再將自己的所得—付出比與他人的所得—付出比進(jìn)行比較,如果員工感到自己的比率與他人的比率是等同的,則為公平狀態(tài)。
35、Referents:參照對象
The persons,systems,or selves against which individuals compare themselves to assess equity.
是公平理論中十分重要的變量,它可以劃分為三種類型:“他人”、“系統(tǒng)”和“自我”。
36、Expectancy theory:期望理論
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.
它認(rèn)為當(dāng)人們預(yù)期某種行為能帶給個體某種特定的結(jié)果,而且這種結(jié)果對個體具有吸引力時,個體就傾向于采取這種行為。
37、Compressed workweek:壓縮工作周
A workweek in which employees work longer hours per day but fewer days per week.
指的是員工每周的工作日較少,但每天的工作時間相對較長。
38、Flexible work hours (flextime):彈性工作制
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.
這種時間安排系統(tǒng)要求員工每周工作一定數(shù)量的時間,并且要遵守一些限制條件,至于什么時候工作可以自己靈活安排。
39、Job sharing: 工作分擔(dān)
The practice of having two or more people split a full-time job.
即由兩名或多名員工共同承擔(dān)一個全日制的工作任務(wù)。
40、Telecommuting:遠(yuǎn)距離辦公
A job approach in which employees work at home and are linked to the workplace by computer and modem.
員工可以待在家里,通過電腦和調(diào)制調(diào)解器與工作單位保持聯(lián)系。
41、Pay-for-performance programs: 績效工資方案
Compensation plans that pay employees on the basis of some performance measure.
指的是在績效測量的基礎(chǔ)上支付員工工資的薪酬方案,諸如計件工資方案、獎勵工資制度、利潤分成、包干獎金等等。
42、Open-book management: 賬目公開管理
A motivation approach in which an organization‘s financial statements(the “books”) are shared with all employees.
通過公開財務(wù)報表(即“賬目”)方式,讓員工參與決策,與員工共享信息,使員工更積極地作出有利于工作的決策,更好的理解自己的工作內(nèi)容和工作方式對公司的意義。
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