Interviewer: How important is motivation for a manager?
采訪者：積極性對一個經(jīng)理來說有多重要？

Professor: Oh, motivation is extremely important. I’d say it’s the most important aspect of a manager’s job. A manager’s job is to get the job done, whatever that job might be. So a manager has to motivate the workers, both as a team and also on an individual basis. Without motivation, the job just won’t get done.
教授：積極性相當(dāng)?shù)闹匾?。我想說，積極性是一個經(jīng)理在工作中最重要的一個方面。一個經(jīng)理的工作就是無論任務(wù)是什么都要把它完成。所以經(jīng)理應(yīng)該提高員工在團(tuán)隊中與他人合作和自身工作時的積極性。沒有了積極性，工作就無法完成。

Interviewer: So how do managers go about doing this? It doesn’t sound very easy.
采訪者：那經(jīng)理是怎樣處理這個問題的？這聽起來并不簡單。

Professor: No, it is a complicated issue. But managers have special tools. They are trained to use them to boost motivation and increase production to a maximum.
教授：是的，這是一個很復(fù)雜的問題。但經(jīng)理有特殊的方法解決這個問題。他們會接受訓(xùn)練，用一些方法來提高積極性并使生產(chǎn)量最大化。

Interviewer: Tools?
采訪者：方法？

Professor: Yes, tools like praise, approval and recognition. And then there is trust and expectation. They are all important for workers.
教授：是的，用一些像表揚，同意和認(rèn)可這樣的方法。還有信任和期望。它們對員工來說都很重要。

Interviewer: And money? What about money?
采訪者：那錢呢？用錢來提高他們的積極性怎么樣？

Professor: Yes, money is a factor but you might be surprised to learn that it comes out last on the list of these tools that we are talking about.
教授：是啊，錢也是一種解決的方法，但你會驚訝的是，你會發(fā)現(xiàn)錢在我們所談?wù)摰挠行Х椒ㄖ惺桥旁谧詈蟮摹?/div>

Interviewer: So, what comes before money? What sort of things are more important for workers?
采訪者：那排在錢前面的是什么？什么東西對員工來說更重要呢？

Professor: Well, all of the things that I have already mentioned, and then job enrichment and good communication between the workers and the bosses.
教授：我所提到的所有東西都很重要，還有工作豐富化、員工和上司之間的良好溝通也很重要。

Interviewer: And have you got any examples of real life situations to back up your claims?
采訪者：在現(xiàn)實生活中，你有沒有實例可以支持你的說法的？

Professor: One good example is the firm Western Electric. When managers started taking an interest in their workers, there was a huge increase in production. They started to talk to the workers and encouraged them to get involved in decision making. Workers began to feel that their contributions were important. And it paid off.
教授：西電公司是一個很好的例子。當(dāng)經(jīng)理關(guān)心員工的時候，生產(chǎn)量就會大幅度提高。經(jīng)理開始與員工交談并鼓勵他們參與決策制定。員工們會覺得他們的貢獻(xiàn)很重要，他們的付出得到了回報。

Interviewer: Productivity increased?
采訪者：生產(chǎn)率提高？

Professor: Yes, hugely. The Swedish company Kochums is another example. The company was on the verge of collapse when managers decided to try a change in motivation practice.
教授：是的，大幅度提高。瑞典的Kochums公司是另一個例子。當(dāng)這個公司正面臨破產(chǎn)的時候，經(jīng)理們決定進(jìn)行激勵實踐。

Interviewer: What did they do?
采訪者:他們做了什么？

Professor: Well, basically it was a change in attitude towards their workers. Managers decided to stop giving orders and to try persuading them instead.
教授：從根本上說，他們改變了對待員工的態(tài)度。經(jīng)理們決定不再命令他們，而是試著說服他們做事。

Interviewer: And it worked?
采訪者：這有用嗎？

Professor: Absolutely. In just ten years they managed to turn a 15 million dollar loss into a 100 million dollar profit.
教授：當(dāng)然有用。在僅僅十年之內(nèi)，他們成功地從損失了1500萬的困境走出來，得到了1億的收益。

Interviewer: So, let’s get this straight. Are you saying that workers are not interested in earning more money?
采訪者：那讓我們把這個問題理清了。你的意思是說員工們對賺多一點錢沒興趣了嗎？

Professor: I’m saying they’re not just interested in money. It is important of course. We need to enjoy a certain standard of living. But, as I mentioned before, there are other things that are just as important: praise, approval, recognition, trust and expectation, job enrichment and good communication.
教授：我是說，他們不僅僅只是對錢感興趣了。當(dāng)然錢是很重要的。我們需要享受生活。但是，就像我前面所提到的，還有其他的東西是很重要的：表揚，同意，認(rèn)可，信任和期望，工作豐富化和良好的溝通。