1、文獻翻譯院（系）名稱專業名稱學生姓名指導教師2012年3月30日第1頁The performance inspection and drive mechanismAs everyone knows, the incentive system is a modern enterprise system, one of the core content, is to establish the enterprises core competitiveness the cornerstone of enterprise management is an integral part of the es

2、sence.Inspired the term Chi Hay as so excited heart, that is to stimulate peoples motives, the acts of people induced to produce a built-in momentum towards the desired goal of the process. As the name suggests, the so-called negative incentives is a breach of individual organizational goals to puni

3、sh non-expected behavior, so that it does not recur, so that individual initiative the goal of moving in the right direction of transfer, disciplinary action for specific performance, economic sanctions, reduction in rank, descending pay-out and so on. In the modern enterprise management attaches gr

4、eat importance to the entrepreneursare inspired, and often neglected the role of negative incentives, therefore, this article talk about the negative incentives in the enterprise management application.Negative incentives in the role of corporate governance1 Negative incentives to control employee b

5、ehavior is a hidden stop lineJust as the boundaries of morality and the law as beyond the boundaries of ethics is bound to be punished by law, a negative incentive is the case, has day-to-day business of the general code of conduct, management systems and so on, beyond the guidelines, the system wil

6、l be subject to certain sanctions . Of course, the negative incentive measures and means to exist in most of the corresponding enterprise management system. Negative incentives as a stop line, perhaps as a few employees noted that the staff actually control behavior played an indispensable role in t

7、he nurture of day-to-day, the staff, consciously or unconsciously, have accepted this kinds of negative incentive regulation, the invisible to the management of behavior of a virtuous cycle of sustained effect. For example, in the system provides that a deduction for being late to work 100, all the

8、staff all know can not be late, or else they would be punished, under normal circumstances, employees naturally developed a habit to go to第2頁work on time, managers applied only bound by a negative incentive mechanism to manage the entire enterprise of labor discipline, we can see, the hidden stop li

9、ne how important.2 Negative incentives can play the role of a warning to othersOn more than a negative incentive systems are often bound by the boundaries of employee behavior, but this does not mean that all employees will comply with the agreed rules, as not all have the law will be law-abiding ci

10、tizens, the total staff will be guilty of some kinds of errors Otherwise, the legal system and the enterprise system of negative incentives no longer necessary, which means, when the number of employees bound to overcome these consequences will be punished accordingly, and the nature of this punishm

11、ent is mandatory and the threat of nature, the deterrent effect, often played the role of set an example and really make it impossible for workers to accept the psychological behavior of enterprise management respect, thereby enhancing self-management behavior. For example, suppose a company in the

12、month, a 3 million to go to work late, this month 3 business deduction 100 Yuan each, and to notice, it will make employees aware that such a negative incentive is not a means of display, but very good to maintain labor discipline of enterprises.Negative psychologicalmotivations of employeesis great

13、er than the impact of recurrent excitationIs the so-called incentives are in line with the organizational goals of individual acts of reward expectations in order to make more of such acts appeared to raise the enthusiasm of individuals, mainly for employees, such as reward and recognition. However,

14、 employees are inspired to gradually dilute the psychological impact, especially for high-paying white-collar class, a survey showed that in China, a monthly salary of 5,000 Yuan higher than the class, for the reward in 10% of the amount of incentives, the overwhelming majority of staff No feel beca

15、use of higher relative to their total remuneration for this award is insignificant, it is hardly surprising that they do not care, and often will fall into the hands of recognition used to inertia of the trap. And the psychological impact of negative incentive is huge and has a dual nature, from the

16、 physical point of view, under normal circumstances would have been able to get was not punishment, is a double loss and, more importantly, the spirit by combat,第3頁psychological fluctuations can be imagined, business incentives is the way through the negative psychological impact from the impact of

17、their actions to achieve the purpose. As in the previous case, a late white-collar workers was 100 Yuan and deduction notice is very worried about this white-collar employees to change his awareness of his psychological impact was not able to be measured by money.4 The positive effect of negative in

18、centivesSimply understood literally, it is often thought to play a negative incentive effect is negative, on the contrary, we in the enterprise management process is to play a positive effect of negative incentives. The above mentioned stop line or a warning to others, or all of the negative incenti

19、ves or means to regulate employee behavior are, in order to conduct business management services. A few days ago, a research report that the current personnel management can not post, the salary can be increased can not be reduced, the annual assessment is only good, competent, there is no or a very

20、 small number of incompetent, and many other phenomena have stemmed from not negative incentive system, which eventually led to a lack of passion and the entire collective vitality, creativity and enthusiasm is not high. Cases from the above analysis, the parties may be a punishment is negative, the

21、 negative side, but should be noted that if there are no such negative incentive measures, the wrongful act of a laissez-faire attitude of staff, we can imagine the fate of an enterprise will be How would, in fact, this is only a small number of people on the punishment, the effect is to enable ente

22、rprises to comply with the majority of rules of the game, the positive effect is much larger than the negative effect; for the parties, the negative impact is only temporary, and only he recognized that errors and corrections, the final result is positive.5 The implementation of incentives can not b

23、e a negative biasIn the Constitution provides that everyone is equal before the law, The same is true of negative incentives in the conduct of corporate management to achieve equality before the negative incentives, which is the implementation of the incentive to be more accurate and appropriate deg

24、ree of difficulty than Great. Negative incentives in the implementation is often different from the incentives, incentives are often biased in favor of the icing on the cake, a第4頁little more less, less staff than accounting; and negative incentives are different, once the bias, employees will be ove

25、r, will lead to enterprise management the authority of those who suffer, and even lead to ineffective corporate governance system. For example, an employee for being late, because employees can not be said that he was on his way traffic, there is no subjective error and give up their punishment, or

26、the next becauseof traffic will be late, more and more managers because it is impossible to implement really traffic, managers can also be understood: As it is known that the peak period of work may be traffic congestion, why can not this early point of departure? Should not vary from person to pers

27、on, such as a wife or relatives leadership to give up their punishment for being late, then all the systems will be a mere formality, corporate governance, sink into a chaotic state.6 In the face of negative incentives to managers to lead by exampleLeadership as a business, managers should be willin

28、g to loss itself, it is necessary to accompany staff to accept the burden of responsibility should be to enable the staff will not be convincing. In the power industry for many years of day-to-day management of the monthly economic assessment methods accountability and Points management regulations

29、are two well-established management practices, these two approaches to the conduct of employees as defined in detail, the vast majority the majority of negative incentive measures, a smallnumber of positive incentives, which is a good part of punishment for the next level of employees, higher level

30、managers to be a certain percentage of the associated penalties, since the theory is wrong on the lower level employees at least bear management responsibility, the penalties associated with negative incentive measures to implement greater interoperability, the higher level can say. There is also a

31、subordinate enterprises, the establishment of the three German banks management approach, that is, professional ethics, social ethics and family virtues, and management areas within the eight-hour extension from the outside to eight hours to count each and every member of the three ethics of the gol

32、d, as a punishment Three Morals of loan interest, deposit interest rates as a reward, but the leadership of more severe joint and several liability, Three Morals of points is the average of employees, by employees of the system greatly recognition.第5頁One of the principles: incentives to vary from pe

33、rson to personBecause of the different needs of different staff, therefore, the same incentive effects of policy incentives will play a different. Even with a staff, at different times or circumstances, will have different needs. Because of incentives depending on the internal and the subjective fee

34、lings of the staff is, therefore, incentive to vary from person to person.In the formulation and implementation of incentive policies, we must first investigate each employee clearly what is really required. Required to organize, classify, and then to formulate appropriate policies to help motivate

35、employees to meet these needs.Two principles: appropriate incentivesAppropriate incentives and penalties will not affect the incentive effect, while increasing the cost of incentives. Award overweight employees would have to meet the mood of pride and lost the desire to further enhance their own; re

36、ward incentives too light will not achieve the effect, or so employees do not have a sense of attention. Heavy penalties are unfair to make employees, or loss of the companys identity, or even slow down or damage arising from the emotions; leniency error will underestimate the seriousness of the sta

37、ff, which will probably make the same mistake.The principle of three: fairnessThe fairness of the management staff are a very important principle, employees are any unfair treatment will affect his mood and work efficiency, and effectiveness of the impact of incentives. Employees to obtain the same

38、score, we must receive the same level of incentives; the same token, employees committed the same error, but also should be subject to the same level of punishment. If you can not do this, managers would prefer not to reward or punishment.Managers deal with employees at issue, must have a fair mind,

39、 should not have any prejudices and preferences.Although some staff may allow you to enjoy, some you do not enjoy, but at work, must be treated equally and should not have any of the words and acts of injustice.第6頁Stimulate the transfer of staff from the results of equal to equal opportunities and s

40、trive to create a level playing field.For example, Wu Shimon at IBM from a clean start with the people, step by step to the sales clerk to the district person in charge, General Manager of China, what are the reasons for this? In addition to individual efforts, but also said that IBM should be a goo

41、d corporate culture to a stage of development, that is, everyone has unlimited opportunities for development, as long as there is capacity there will be space for the development of self-implementation, which is to do a lot of companies are not, this system will undoubtedly inspire a great role of t

42、he staff.Inspire the best time to grasp.Takes aim at pre-order incentive the mission to advance incentives.Have Difficulties employees; desire to have strong demand, to give the care and timely encouragement.Want a fair and accurate incentive, rewardSound, perfect performance appraisal system to ens

43、ure appropriate assessmentscale, fair and reasonable.Have to overcome there is thinning of the human pro-wind.In reference salary, promotions, awards, etc. involve the vital interests of employees on hot issues in order to be fair.The implementation of Employee Stock Ownership Plan.Workers and emplo

44、yees in order to double the capacity of investors more concerned about the outcome of business operations and improve the initiative.Modern human resources management experience and research shows that employees are involved in modern management requirements and aspirations, and create and provide o

45、pportunities for all employees is to mobilize them to participate in the managementof an effective way to enthusiasm. There is no doubt that very few people participated in the discussions of the act and its own without incentives. Therefore, to allow trade unions to第7頁participate in the management

46、of properly, can motivate workers, but also the success of the enterprise to obtain valuable knowledge. Through participation, the formation of trade unions on the enterprise a sense of belonging, identity, self-esteem and can further meet the needs of self-realization.Set up and improve employee pa

47、rticipation in management, the rationalization of the proposed system and the Employee Stock Ownership and strengthening leadership at all levels and the exchange of communication and enhance the awareness of staff to participate in ownership.Honor incentiveStaff attitude and contribution of labor t

48、o honor rewards, such as recognition of the meeting, issued certificate, honor roll, in the companys internal and external publicity on the media reports, home visits condolences, visit sightseeing, convalescence, training out of training, access to recommend honor society, selected stars model, suc

49、h as class.Concerned about the incentivesThe staff concerned about work and life, such as the staff set up the birthday table, birthday cards, general manager of the issue of staff, care staff or difficult and presented a small gift sympathy.CompetitiveThe promotion of enterprise among employees, de

50、partments compete on an equal footing between the orderly and the survival of the fittest.The material incentivesIncrease their wages, welfare, insurance, bonuses, incentive houses, daily necessities, wages promotion.Information incentivesEnterprises to communicate often, information among employees

51、, the idea of communication, information such as conferences, field release, and enterprises reported that the reporting system, the association manager to receive the system date.第8頁績效考核與員工激勵眾所周知，激勵制度是現代企業制度的核心內容之一，是確立企業核心競爭力的基石，是企業管理中的精髓組成部分。激勵一詞， 辭海解釋為“激發使振作”，即激發人的動機，誘導人的行為， 使其產生一種內在的動力， 朝著所期望的目標

52、努力的過程。顧名思義，所謂負激勵就是對個體的違背組織目標的非期望行為進行懲罰，以使這種行為不再發生，使個體積極性朝正確的目標方向轉移，具體表現為紀律處分、經濟處罰、降級、降薪、淘汰等。在現代企業管理中企業家們非常重視正激勵，而往往忽略了負激勵的作用，因此，本文談一談負激勵在企業管理中的運用。負激勵在企業管理中的作用負激勵是控制員工行為的一條隱性“止步線”就像道德與法律的界線一樣，逾越了道德的界線必然受到法律的懲處，負激勵也是如此，企業一般都設有日常的行為準則、管理制度等，超出了這個準則、制度必然受到一定的制裁。當然，負激勵的措施和手段大部分存在于企業的相應管理制度中。負激勵作為一條“止步線”，

53、也許作為一名企業員工很少注意到，實際上卻起到控制員工行為不可或缺的作用，在日常的潛移默化中，員工自覺或不自覺地已經接受了這種負激勵制度的約束，無形之中給企業的管理行為帶來一種持續良性循環效應。比如，在制度中規定“上班遲到一次扣薪 100 元”，所有的員工都知道不能遲到，否則會被處罰，正常情況下，員工自然而然地養成了按時上班的習慣，管理者其實只應用了一條負激勵的約束機制，就管住了整個企業的勞動紀律，可見，這條隱性“止步線”多么重要。負激勵可以起到以儆效尤的作用以上談到負激勵制度通常是約束員工行為的界線，但并不意味著所有員工都會遵守約定的法則，正如，并不是有了法律所有的公民都會守法一樣，總有些員工

54、會犯這樣那樣的錯誤，不然，這些法律制度和企業負激勵制度就沒有存在的必要，也就意味著，當一些員工逾越這些約束時產生的后果將得到相應的處罰，而這種處罰的性質是強制性的、威脅性的、起震懾作用的，往往可以起到殺一儆百的作用，真正使員工在心理上接受對企業管理行為的敬意，從而提高對自我行為的管理。例如，假設在一個企業中本月第9頁有三人次上班遲到，企業當月對此三人各扣薪100 元，并予公告，就會使員工意識到，這種負激勵的手段不是擺設，而是很好地維護了企業的勞動紀律。負激勵對員工心理的影響經常大于正激勵所謂正激勵就是對個體的符合組織目標的期望行為進行獎勵， 以使這種行為更多地出現，提高個體的積極性，主要表現為

55、對員工的獎勵和表揚等。但是，正激勵對員工的心理影響在逐步淡化，特別是對于高薪白領階層，有調查表明，在中國月薪高于 5 000 元的階層，對于獎勵額度在 10%以下的激勵，絕大多數人員表示“沒感覺”，原因是相對于其較高的薪酬總額來說，這一點獎勵是微不足道的，也難怪他們無所謂，并且經常性的表揚也會落入習以為常“惰性”的圈套。而負激勵的心理影響卻是巨大的，并且具有雙重性，從物質的角度看，本來正常情況下就能得到的沒拿到還被處罰，損失是雙倍的，更重要的是精神上受打擊，心理波動可想而知，企業正是通過負激勵的方式從心理上的影響達到影響其行為的目的。如上例，一個白領遲到被扣薪 100 元并公告，此白領很擔心員

56、工對他的認識改變，對他的心理影響不是能以金錢來衡量的。負激勵的正效應簡單地從字面上理解，人們往往會想到負激勵起到的是負效應，恰恰相反，我們在企業管理過程中就是要通過負激勵起到正效應。上述談到的“止步線”也好、以儆效尤也好，所有的負激勵措施或手段都是為規范員工行為、為企業管理行為服務的。日前，一份研究報告認為，當前人事管理工作中的“職務能上不能下、工資能增不能減，年度考核只有優秀、 稱職，沒有或極少數不稱職”等諸多現象的產生， 源于沒有負激勵制度，最終導致整個集體缺乏激情與活力，創造性和積極性不高。從上述案例分析，可能一次處罰對當事人來說是負面的、 消極的一面，但是應該看到， 如果沒有這些負激勵

57、的措施，對員工的錯誤行為放任自流，可想而知一個企業的命運將會如何，其實這只是對少數人的處罰，效果是使大多數人遵守企業的“游戲規則”，正面效應遠遠大于負面效應；對于當事人來說，負面影響也只是一時的，只有他認識到錯誤并加以改正，最終的結果才是正面的。負激勵的執行不能產生偏差第10頁在憲法中規定“法律面前人人平等”，負激勵也是如此，在企業管理行為中要做到“負激勵面前人人平等”，它的執行比正激勵要更為準確和適當，難度也較大。負激勵在執行時往往不同于正激勵，正激勵通常偏向于“錦上添花”，多一點少一點，員工不太會計較；而負激勵則不同，一旦產生偏差，員工就會斤斤計較，會導致企業管理者的權威受損，甚至導致企業管理制度形同虛設。例如，一個員工遲到，決不能因為員工說他在途中塞車，沒有主觀錯誤而放棄對其處罰，否則下次因“塞車”遲到的人會越來越多，因為管理者根本不可能去落實是否真的塞車，管理者還可以這樣理