工作激勵(lì)理論的未來【外文翻譯】_第1頁
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1、外文翻譯原文：原文：THEFUTUREOFWKMOTIVATIONTHEYThetopicofemployeemotivationplaysacentralroleinthefieldofmanagement—bothpracticallytheetically.Managersseemotivationasanintegralpartoftheperfmanceequationatalllevelswhileganizationalr

2、esearchersseeitasafundamentalbuildingblockinthedevelopmentofusefultheiesofeffectivemanagementpractice.Indeedthetopicofmotivationpermeatesmanyofthesubfieldsthatcomposethestudyofmanagementincludingleadershipteamsperfmancem

3、anagementmanagerialethicsdecisionmakingganizationalchange.Itisnotsurprisingtherefethatthistopichasreceivedsomuchattentionoverthepastseveraldecadesinbothresearchjournalsmanagementperiodicals.Whereasseveralrecentarticlesha

4、veexaminedhowfarwehavecomeinresearchingwkmotivationthisspecialfumfocusesonwherewearegoing.1Thatisweaskthequestions:WhatisthefutureofwkmotivationtheiesWhatarethecriticalquestionsthatmustbeaddressedifprogressinthefieldisto

5、bemadeWhatisthefutureresearchagendaHowcanweextendmodifycurrentmodelsofwkmotivationsotheycontinuetoberelevantinthefuturewhereareentirelynewmodelsofmotivationneededtofurtherourunderstingofemployeebehavijobperfmanceincontem

6、paryganizationsTounderstwherethefieldisgoinghoweverwemustfirstunderstwhereithasbeen.Thisintroductionrepresentsanoverviewofthefieldofwkmotivationfromatheeticalstpointlaysthefoundationfthearticlesthatfollow.Thetermmotivati

7、onderivesfromtheLatinwdfmovement(movere.)BuildingonthisconceptAtkinsondefinesmotivationas“thecontempary(immediate)influenceondirectionvigpersistenceofaction”(1964:2)whileVroomdefinesitas“aprocessgoverningchoicemadebypers

8、ons...amongalternativefmsofvoluntaryactivity”(1964:6).CampbellPritdsuggestthatmotivationhastodowithasetofindependentdependentvariablerelationshipsthattheenergyinvestedinitwilldependagreatdealontheextenttowhichtheemployee

9、believesitsaccomplishmentwillleadtovaluedoutcomes.PterLawler(1968)expedVroom’sinitialwktorecognizetheroleofindividualdifferences(e.g.employeeabilitiesskills)roleclarityinlinkingjobeffttoactualjobperfmance.PterLawleralsoc

10、larifiedtherelationshipbetweenperfmancesubsequentsatisfactionarguingthatthisrelationshipismediatedbytheextentqualityoftherewardsemployeesreceiveinexchangefgoodjobperfmance.FinallyPterLawlerincpatedafeedbacklooptorecogniz

11、elearningbyemployeesaboutpastrelationships.Thatisifsuperiperfmanceinthepastfailedtoleadtosuperirewardsfutureemployeeefftmaysufferasincentivestherewardsystemlosecredibilityintheemployee’seyes.Sinceitsinitialpublicationanu

12、mberofscholarshavewkedtoextendfurtherrefinethebasiccognitiveexpectancyframewktoreflectemergingresearchfindingsnewtheeticaldevelopments(e.g.Kanfer1990Mitchell1997).Fexampleexpectancytheyhasbeenusedtostudyfmsofwkbehaviothe

13、rthanjobperfmanceincludingemployeeabsenteeismturnoverganizationalcitizenshipbehavi(Mobley1977MowdayPtergan1988PterSteersEarley1997SteersTriis1995)Inadditiontoexpectancytheyanumberofotherimptantcognitivetheiesofwkmotivati

14、onhavebeendevelopedsincethe1960seachwithitsownfocus.Adams(1963)fexampleintroducedequitytheytoexplainhowemployeesrespondbothcognitivelybehaviallytoperceivedunfairnessinthewkplace(seealsoMowday&Colwell2003WeickBougon&Maruy

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