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Proposal格式范文- 奖励对员工激励的影响。本文是一篇留学生论文Proposal写作范文，主要内容是借用德怀特·D·艾森豪威尔提出的“激励是让人们做你想做的事情的艺术，因为他们想做。”这句话分析奖励对员工激励的影响。Proposal在提出正式的研究问题之前打了个比方：就像一个孩子在班上第一名时被送上一块巧克力，或者因为做了一些好事（比如帮助某人或在玩耍后打扫场地）而被拥抱一样，无论是金钱还是非金钱的奖励都可以成为激励员工的重要工具，也是提高员工绩效的积极一步，也可以鼓舞士气。Jack Zigon将奖励定义为“增加员工行为频率的东西”。我们中的大多数人都没有完全完成任务，这是一个普遍的观察结果，不是因为任务很难，而是因为执行任务的兴趣或动机很低。欲望或动机是执行活动所必需的。Kleingina和Kleingina将动机定义为“激活行为并给予其方向的内部状态或条件；激励和引导目标导向行为的欲望或愿望；需求和愿望对行为强度和方向的影响。”作者通过这篇Proposal提出了自己的研究问题和方法。下面就一起来看一下Proposal范文的具体内容。
Introduction 引言 “Motivation is the art of getting people to do what you want them to do because they want to do it.” –Dwight D. Eisenhower Like a little kid being given a chocolate on standing first in his class or a big hug for doing something good like helping someone, or cleaning the place after playing, rewards whether monetary or non-monetary can be significant tools for the motivation of employee and a positive step towards the improvement of his performance an boosting his morale. Jack Zigon (1998) defines rewards as “something than increases the frequency of an employee action”. It’s a common observation that most of us don’t perform our tasks completely, not because they are difficult but because of low interest or motivation to perform that task. The desire or motivation is necessary for the performance of an activity. Kleinginna and Kleinginna (1981a) defines motivation as, “internal state or condition that activates behavior and gives it direction; desire or want that energizes and directs goal-oriented behavior; influence of needs and desires on the intensity and direction of behavior.” Background 背景 Gatlin, Rebecca (1997), says that a good and attractive reward program is necessary the employees in order to motivated them otherwise the unmotivated employees will not perform their tasks properly and will ultimately affect the company in a negative way i.e. decrease in profitability. Organization’s performance is dependent on the employees who work for it, so in order to get the better and quality output, rewards contribute a lot in this part, so it is essential for organization’s managers to make effective and attractive reward programs to motivate their employees, Deeprose (1994). Gatlin，Rebecca表示，为了激励员工，必须有一个好的、有吸引力的奖励计划，否则没有动力的员工将无法正确执行任务，最终将以负面的方式影响公司，即盈利能力下降。组织的绩效取决于为其工作的员工，因此，为了获得更好和高质量的产出，奖励在这一部分起到了很大作用，因此，组织的管理者必须制定有效和有吸引力的奖励计划来激励员工。 Gregory P. Smith, author of book ‘Dynamic Ways to Reward, Energize & Motivate Your Teams’, states in his book that rewarding and recognizing the work of the employees makes them happy, provide them job security and they contribute more towards the organization. 格雷戈里·P·史密斯是《奖励、激励和激励团队的动态方法》一书的作者，他在书中表示，奖励和认可员工的工作会让他们感到快乐，为他们提供工作保障，并为组织做出更多贡献。 Edward E. Lawler III (2003), “With the right combination of reward system practices, people will be motivated to excel, and those who do excel will be motivated to stay because they will be highly rewarded. This is the foundation of the virtuous spiral, in which both sides win and create success for each other”. 爱德华·E·劳勒三世，“通过奖励制度实践的正确组合，人们将被激励去超越，而那些做得出色的人将被激励留下来，因为他们将获得高回报。这是良性循环的基础，在这种循环中，双方都会获胜，并为彼此创造成功”。 In Pakistan human resource departments are seen only in those organizations where technology is rigorously applicable or which are highly knowledge organizations. The telecommunication sector of Pakistan has shown tremendous growth in recent years and its all because of using up to date technology and the adoption of competitive and innovative human resource practices. Becker and Huselid (1998) supports that for having the competitive advantage for any business Human resource is basic source to get it. 在巴基斯坦，人力资源部门只在技术严格适用或知识高度丰富的组织中出现。巴基斯坦的电信部门近年来取得了巨大的增长，这一切都是因为使用了最新的技术，采用了具有竞争力和创新性的人力资源做法。Becker和Huselid支持任何企业的竞争优势，人力资源是获得竞争优势的基本来源。 The organizations in the telecommunication sector of Pakistan are the structures that provide their services supported by the human resources. The most important factor in the delivery of the best quality service is the motivation of the employees; on the individual level as well as on the group level. In today’s world of competition to deliver best service in order to satisfy customers it has become very difficult; in fact organizations take it as a challenge to motivate employees in order to get best output from them. The telecommunication sector of Pakistan plays a powerful role in its economy. Excellent professional services delivered by the employees of the telecom sector of Pakistan can create a positive and everlasting image in the eyes of their customers. 巴基斯坦电信部门的组织是提供人力资源支持的服务的机构。提供最优质服务的最重要因素是员工的积极性；在个人层面以及群体层面。在当今竞争激烈的世界中，为了满足客户的需求，提供最佳服务变得非常困难；事实上，组织将激励员工以获得最佳产出视为一项挑战。巴基斯坦的电信部门在其经济中发挥着强大的作用。巴基斯坦电信部门员工提供的卓越专业服务可以在客户心目中创造积极而持久的形象。 Several studies show that rewards have a huge impact on the job satisfaction and motivation of the employees. Beer (1984) says that for top management it is the top most responsibility to develop a strong positive relationship between the organization and its employees in order to carry out the continuous needs of both i.e. organizations and employees. Organizations want their employees to follow the organization’s rules and regulations i.e. work according to the standards that are being set for them, and as a result of it employees want from the organization good working environment, good salary, good behavior, job security, delegation of authority. For organizations understanding to deal with these expectations of employees is required. 几项研究表明，奖励对员工的工作满意度和积极性有巨大影响。Beer（1984）表示，对于高层管理人员来说，在组织和员工之间建立强有力的积极关系是最重要的责任，以满足组织和员工的持续需求。组织希望其员工遵守组织的规章制度，即按照为其制定的标准工作，因此，员工希望组织提供良好的工作环境、良好的薪酬、良好的行为、工作安全和授权。对于组织来说，需要了解如何处理员工的这些期望。 Nel (2001), argues that those employees that are motivated and are fully aware of the organizations goals, that provide the organizations benefit, will divert their all hard work and devotion towards those goals. Nel认为，那些积极主动并充分意识到组织目标、为组织提供利益的员工，会将他们所有的努力和投入转移到这些目标上。 According to Flynn (1998), that these days organizations understand the great gains derived by linking rewards whether monetary or non monetary to their business strategy. The telecommunication sector of Pakistan is offering several benefits and rewards to its employees; so that employees feel motivated and remain satisfied with their jobs and improve their performance in order to achieve organizational goals. 根据Flynn的说法，如今，组织了解通过将货币或非货币奖励与他们的商业战略联系起来而获得的巨大收益。巴基斯坦电信部门正在向其员工提供若干福利和奖励；让员工感到有动力，并对自己的工作感到满意，提高绩效，以实现组织目标。 Objectives 目标 The basic objective for carrying out this research proposal is to measure the impact of rewards in the most fast growing sector of Pakistan i.e. Telecommunication sector Pakistan on the motivation of its employees. 开展这项研究的基本目标是衡量巴基斯坦增长最快的部门（即巴基斯坦电信部门）的薪酬对员工激励的影响。 Significance 意义 The significance for carrying out this research Proposal is that whether the employees in the telecommunication sector of Pakistan are satisfied with their organizational reward system or not. And which reward type they appreciate the most whether the monetary rewards or the non monetary rewards. 开展这项研究的意义在于，巴基斯坦电信部门的员工是否对其组织奖励制度感到满意。他们最欣赏哪种奖励类型，无论是金钱奖励还是非金钱奖励。 Review of Literature 文献综述 Rewards 奖励 Jack Zigon (1998) defines rewards as “something than increases the frequency of an employee action”. Jack Zigon将奖励定义为“增加员工行为频率的东西”。 In order to treating the employees of the organization right, rewarding them properly is one of the important components. Organization which is growing healthier provides its employees the opportunity to grow and prosper. In today’s highly business competitive environment win-win relationship is important that forms the right treatment of employees by the organizations. Strategy of rewarding employees when performance is not good cannot prevail for long, hence rewarding for good performance encourages employees to continue their performance and improve their skills and knowledge day by day to contribute positively towards organization, Edward E. Lawler III (2003). 为了正确对待组织的员工，适当地奖励他们是重要的组成部分之一。越来越健康的组织为员工提供了成长和繁荣的机会。在当今高度竞争的商业环境中，双赢的关系非常重要，这会形成组织对员工的正确对待。爱德华·E·劳勒三世表示，当员工表现不佳时，奖励员工的策略不可能长期流行，因此，奖励员工表现良好会鼓励员工继续表现，每天提高技能和知识，为组织做出积极贡献。 ACCEL team development says that for improved and better output from the employees rewards act as ‘catalyst’. Rewards are part of the organization and management should pay especial attention towards them; rewards should be quick, significant, related to performance, compatible with job measurement and irrevocable. Rewards should be given fairly, if there is some factor of unrealistic distribution of rewards like giving promotion of the favoritism basis, it will have a negative impact on the motivation of the rest of the employees. ACCEL团队开发人员表示，员工的奖励可以起到“催化剂”的作用。奖励是组织的一部分，管理层应特别注意；奖励应该是快速的、重要的、与绩效相关的、与工作衡量相适应的、不可撤销的。应该公平地给予奖励，如果存在一些不现实的奖励分配因素，例如在偏袒的基础上给予晋升，这将对其他员工的激励产生负面影响。 Searle, John G. (1990), getting the satisfaction of the employees over the rewards that are being offered to them id a difficult task, organization has to learn to manage those things which creates feeling of dissatisfaction among employees; Employee’s satisfaction towards reward in comparison of what he expected and how much he received secondly is comparing his rewards with other people of same jobs in the organization, overestimating his own performance as compare to his colleagues. So rewards should be designed in full justice by the management of what they are taking from employee and what they are giving to him for his input, and they should be fully defined to the employees so that there may not remain any chance of misconception. This plays important role in creating feeling of satisfaction or dissatisfaction. 要让员工对提供给他们的奖励感到满意是一项艰巨的任务，组织必须学会管理那些让员工感到不满的事情；员工对报酬的满意度与其期望值和其次获得的报酬相比，是将自己的报酬与组织中从事相同工作的其他人进行比较，高估了自己与同事的绩效。因此，管理层应充分公正地设计奖励，以了解他们从员工身上获得的东西，以及他们为员工提供的投入，并应向员工充分定义奖励，这样就不会有任何误解的机会。这在创造满足感或不满感方面起着重要作用。 Cameron & Pierce (1977), states that every business use rewards like salary, promotion, and other types of bonuses to encourage employees towards high level of performances. Cameron&Pierce指出，每个企业都会使用薪酬、晋升和其他类型的奖金等奖励来鼓励员工实现高水平的绩效。 Types of Rewards 奖励类型 According to Syedain (1995), there are two schools of thought for rewards at the workplace, one is to say THANK YOU in any way, verbal, non-verbal, via certificate etc other is to give a concrete rewards that create an impact. 根据Syedain的说法，工作场所的奖励有两种流派，一种是以任何方式（口头、非口头、通过证书等）表示感谢，另一种是给予产生影响的具体奖励。 There are two types of rewards monetary rewards and non-monetary rewards. Employee reward programs design requires a balance between monetary rewards and non-monetary rewards to provide incentives and benefits to the employees. 有两种类型的奖励——货币奖励和非货币奖励。员工奖励计划的设计需要在货币奖励和非货币奖励之间取得平衡，以向员工提供激励和福利。 Monetary rewards 货币奖励 Marcia Moore, M.S.S.W.(2010), says that monetary rewards are those rewards that are being given by the organization in the form of cash, or through cheque or some other way of financial transaction for achieving the sales goals, providing best quality, providing outstanding performance in a difficult situation or delivering a project report in the best way. Marcia Moore，M.S.S.W.表示，货币奖励是指组织为实现销售目标、提供最佳质量、在困难情况下提供出色表现或以最佳方式提交项目报告而以现金、支票或其他金融交易形式给予的奖励。 Gratton (2004), states that “motivation is determined by both monetary and non-monetary factors, money has come to play an overly important role in our thinking about the causes of behavior. In most companies very limited time and effort are spent on considering non-monetary sources of motivation.” Gratton指出，“动机是由货币和非货币因素决定的，货币在我们思考行为原因时起到了非常重要的作用。在大多数公司中，用于考虑非货币动机的时间和精力非常有限。” Money is an important factor in motivating people as we live in a money motivated world. According to Peter Drucker (1974), ” there is not one shred of evidence for the allege turning away from material rewards. Antimaterialism is a myth, no matter how much it is extolled.” Monetary rewards have so much importance that if no proper attention is paid to them or ignoring them will act as demotivator. He further says, “Economic incentives are becoming rights rather than rewards.” 金钱是激励人们的重要因素，因为我们生活在一个以金钱为动力的世界。根据彼得·德鲁克的说法，“没有一点证据表明指控背离了物质奖励。反物质主义是一个神话，无论它被多么吹捧。”货币奖励非常重要，如果没有适当的关注或忽视它们，就会起到激励作用。他进一步表示，“经济激励正在变成权利而不是奖励。” ACCEL team development argues that monetary rewards cannot be remunerated by the non-monetary rewards (human relations). Famous companies like Microsoft, IBM are to some level a result of monetary motivation. Financially rewarding employees’ increases their motivation levels, which results in increase in the output, creating more profits and those profits should be circulated back to the employees who are actually responsible for it. ACCEL团队发展认为，金钱奖励不能通过非金钱奖励（人际关系）获得报酬。微软、IBM等著名公司在某种程度上是货币动机的结果。财务奖励会提高员工的激励水平，从而提高产量，创造更多利润，这些利润应反馈给实际负责的员工。 Non-Monetary Rewards 非货币奖励 Marcia Moore, M.S.S.W., (2010), non-monetary awards includes certificate, a word of thanks from supervisor or manager, flexible schedules, a day off, acknowledgment of birthdays, and free lunches or dinners to celebrate team work success. 非货币奖励包括证书、主管或经理的感谢词、灵活的日程安排、休息一天、生日确认以及庆祝团队工作成功的免费午餐或晚餐。 Pfeffer (1998), “People do work for money – but they work even more for meaning in their lives… Companies that ignore this fact are essentially bribing their employees and will pay the price in a lack of loyalty and commitment”. “人们的确是为了钱而工作，但他们更是为了生活中的意义而工作。忽视这一事实的公司本质上是在贿赂员工，并将在缺乏忠诚和承诺的情况下付出代价”。 Sherry Ryan (Training Specialist, Weyerhaeuser Company), says that non-monetary rewards play important role in improving employee performance. Using proper attractive and communicative method of non-monetary rewards leaves a positive impact on the employees and improves employees’ performances in different dimensions. Such types of awards are inexpensive to give to employees but worth a lot when employees receive them. Sherry Ryan（Weyerhaeuser公司培训专家）表示，非货币奖励在提高员工绩效方面发挥着重要作用。使用适当的吸引人和沟通的非金钱奖励方法对员工产生积极影响，并提高员工在不同方面的绩效。这种类型的奖励给员工很便宜，但当员工收到奖励时，价值很高。 Bob Nelson (2004), saying thank you to your employees or appreciating their performances when something good is done, is extremely important factor that should be recognized by the managers. According to him 78% employees said that they feel more motivated and happy when their manager appreciates them. 当你的员工做了好事时，向你的员工表示感谢或赞赏他们的表现，这是经理们应该认识到的极其重要的因素。据他说，78%的员工表示，当经理欣赏他们时，他们会感到更有动力和快乐。 According to research conducted by, Allen and Helms’ (2002), expressions of appreciation and praise by the managers give employees encouragement. American Society for Training and Development’s (ASTD) research proves that non-monetary awards work as an important factor for keeping hold of top performing employees. 根据Allen和Helms的研究，经理们表示赞赏和赞扬会给员工带来鼓励。美国培训与发展协会（ASTD）的研究证明，非货币奖励是留住优秀员工的重要因素。 Motivation 动机 Motivation is derived from a Latin word, ‘movere’, which means to move. 动机源于拉丁语单词“movere”，意思是移动。 The author of book ‘Motivation, beliefs, and organizational transformation’ (1999), Dr. Green and Butkus (1999), says that motivation is derived from a word “motivate”, which means to move, push or persuade to act for satisfying a need. Further motivation can be explained as acting of such forces within a person that cause a stimulation of effort, direction and goal direction. 《动机、信念和组织变革》一书的作者格林博士和布特库斯表示，动机源自一个词“激励”，意思是为了满足需求而行动、推动或说服他人。进一步的动机可以解释为一个人内部的力量的作用，这些力量会刺激努力、方向和目标方向。 ‘Motivation’ is the total involvement of a person in his tasks to carry out with dedication, devotion, happiness, excitements, and voluntarily, Mol (1992). Mol认为，“动机”是指一个人以奉献、投入、快乐、兴奋和自愿的方式参与到自己的任务中。 Theories on Motivation 动机理论 There are two classes of theory of motivation;动机理论有两类 Content Theories: Content also called as need theories of motivation basically emphasis on internal factors of an individual that strengthen and gives the direction to the behavior. 满意理论：满意也被称为动机需求理论，基本上强调个人的内在因素，这些因素可以加强和指导行为。 Maslow’s Hierarchy of needs:马斯洛的需求层次 Abraham Maslow (1943, 1954), unsatisfied needs creates demotivation, there are following needs that must be satisfied, these are called as ‘deficiency needs’. As these needs are fulfilled the person is satisfied and move towards growth and self actualization. 亚伯拉罕·马斯洛，未满足的需求会导致士气低落，有以下需求必须满足，这些需求被称为“不足需求”。当这些需求得到满足时，人就会得到满足，并走向成长和自我实现。 Physiological needs: These are the basic needs for example food, water, air, and all other things that are necessary for the survival. In order to enhance workplace motivation by achieving the target of fulfilling the needs of employee give proper breaks for lunch, and offer such salary to employees that enable them to buy basic needs of life. Provide ample breaks for lunch and recuperation and pay salaries that allow workers to buy life’s essentials. 生理需求：这些是基本需求，例如食物、水、空气和所有其他生存所必需的东西。为了通过实现满足员工需求的目标来增强工作场所的积极性，请适当的午休时间，并为员工提供能够满足基本生活需求的工资。为午餐和疗养提供充足的休息时间，并支付工资，让工人购买生活必需品。 Security needs: it includes security regarding the physical environment, living in a safe area, medical insurance, job security. These needs can simply be fulfilled by giving all these securities to employees. 安全需求：包括环境安全、生活在安全区域、医疗保险、工作安全。这些需求可以通过向员工提供所有这些担保来满足。 Belongingness needs: it includes friendship’s trust and satisfaction, feeling right in a group, giving and receiving care and love. It can be achieved by generating a feeling of acceptance. 归属感需求：它包括友谊的信任和满足，在一个群体中感觉良好，给予和接受关怀和爱。这可以通过产生一种接受的感觉来实现。 Esteem needs: It includes recognition, attention, social status, accomplishment, self-respect. It can be achieved by recognizing the achievements of the employee, by assigning them some projects, make them feel important and valued asset for organization. 自尊需要：它包括认可、关注、社会地位、成就和自尊。这可以通过认可员工的成就，为他们分配一些项目，让他们觉得自己是组织的重要和有价值的资产来实现。 Self-actualization needs: it includes one’s own potential, creative capabilities etc, it can be achieved by offering challenging and meaningful work assignments which enable innovation, creativity, and progress according to long-term goals. 自我实现需求：它包括一个人的潜力、创造力等，可以通过提供具有挑战性和有意义的工作任务来实现，这些任务可以促进创新、创造力，并根据长期目标取得进展。 Alderfer’s ERG Theory:Alderfer的ERG理论 The Alderfer’s ERG theory (1969), is an extension of Maslow’s theory of needs. He suggested that needs can be divided into three components; existence (similar to physiological needs and security needs), relatedness (similar to belongingness needs and esteem needs) and growth (similar to self-actualization). 阿尔德费尔的ERG理论是马斯洛需求理论的延伸。他建议，需求可分为三个部分；存在（类似于生理需求和安全需求）、关联（类似于归属感需求和尊重需求）和成长（类似于自我实现）。 It differs from Maslow hierarchy of needs theory in a way that according to Alderfers it may happen that more than one need may be motivated at the same time, lower motivators is not necessary to be  significantly fulfilled before moving towards higher motivators, the order of needs may differ from person to person, there is a ‘frustration- regression principle’ and according to it if high order need is frustrated a person may regress to increase the satisfaction of a lower need which appears easier to satisfy. 它与马斯洛需求层次理论的不同之处在于，根据Alderfers的说法，可能会同时激励不止一种需求，在转向更高的激励因素之前，不需要显著满足更低的激励因素，需求的顺序可能因人而异，有一个“挫折-回归原则”，根据它，如果高阶需求受到挫折，一个人可能会倒退，以增加较低需求的满足，而较低需求似乎更容易满足。 Frederick Herzberg’s Motivator hygiene theory:弗雷德里克·赫茨伯格的动机卫生理论 Herzberg’s motivator hygiene theory (1959), is closely related to Maslow’s theory but it is more closely related to how to motivate individuals at their workplace. According to him individuals are influenced by two sets of factors; 赫茨伯格的激励因素卫生理论（1959年）与马斯洛的理论密切相关，但与如何在工作场所激励个人更密切相关。根据他的说法，个人受到两组因素的影响； Hygiene factors: These are said to be lower level of needs by Herzberg.卫生因素：赫茨伯格认为，这些因素的需求水平较低。 Motivator factors: These are said to high level of needs by Herzberg.动机因素：Herzberg认为这些是高水平的需求。 According to him meeting hygiene factors will not motivate individuals to put their effort or to improve their performance, it will just help them from being getting dissatisfied, but if motivator factors will be combined with this it will help individuals to motivate. 据他说，满足卫生因素不会激励个人付出努力或提高绩效，这只会帮助他们不满意，但如果激励因素与此相结合，则有助于个人激励。 McClelland’s Learned needs theory: acquire 麦克莱伦的学习需求理论：获取 McClelland’s theory states that individuals learn needs from their culture and life experiences. There are three basic needs of an individual; 麦克莱兰的理论指出，个人从他们的文化和生活经验中学习需求。个人有三个基本需求； Need for affiliation (n Aff): It is the need of establishing social relationships with the people, communities, getting accepted by them.归属的需求：这是与人们、社区建立社会关系，并被他们接受的需要。 Need for power (n Pow): It is divided in two parts, desire to control one’s environment and second to influence others.权力需求：它分为两部分，一部分是控制自己的环境，另一部分是影响他人。 Need for achievement (n Ach): It involves the aspiration to take accountability, set challenging goals and get feedback of their performance.成就需求：这涉及到承担责任、设定挑战性目标并获得绩效反馈的愿望。 McClelland states that a person has full strong capability in any one of the above categories, thus it has prospective to motivated people that leads to satisfaction. Management should understand these needs of the individuals and then structure their jobs to satisfy them. Those who have high n Aff such people perform well in customer service jobs or where customer interaction is involved. Those who have high n Pow management should provide them the opportunity to manage others. Those who have high n Ach such people should be given challenging but achievable goals. 麦克莱兰表示，一个人在上述任何一个方面都有很强的能力，因此，他有可能成为有上进心的人，从而获得满足感。管理层应该了解个人的这些需求，然后组织他们的工作以满足他们。那些拥有高n Aff的人在客户服务工作或涉及客户互动方面表现出色。那些拥有高级管理能力的人应该为他们提供管理他人的机会。那些拥有高成就感的人应该被赋予具有挑战性但可实现的目标。 Process Theories: These theories of motivation focus on known human decision behaviors for the explanation if motivation. These theories determine that how an individual’s behavior can be energized, maintained in willed and self directed cognitive process. 程序理论：这些动机理论侧重于已知的人类决策行为，以解释动机。这些理论决定了个人的行为如何在意志和自我引导的认知过程中被激发、保持。 Victor Vroom’s Expectancy Theory:期望理论 Victor Vroom (1964), theory is based on three beliefs;理论基于三个看法 Valence: is the extend of the expected outcomes of an individual are attractive or unattractive.价值：一个人的预期结果是有吸引力还是没有吸引力。 Expectancy: is the extend to which employees believe that they are giving enough effort that they will achieve the target of given level of performance.期望：员工认为他们付出了足够的努力，能够达到既定绩效水平的目标。 Instrumentality: is the level to which employees believe that achieving a given performance level result in the form of certain reward.工具性：员工认为达到给定绩效水平会产生一定奖励的程度。 Motivation = Valence x Expectancy (Instrumentality) 动机=价值x期望（工具性） If even one of these is zero the employee will have not motivation for the task, so managers ensure increase in effort will improve performance and improved performance will result in high rewards. 如果其中一项为零，员工将没有动力完成任务，因此管理者确保努力的增加将提高绩效，绩效的提高将带来高回报。 The theory says employees have different goals to achieve and can be motivated if they believe that; there exists a positive correlation between efforts and performance, good performance will result in a reward, and this reward will satisfy an important need, and the wish for satisfying that need is powerful enough to make effort valuable. 该理论认为，员工有不同的目标要实现，如果他们相信这一点，他们就会受到激励；努力与绩效之间存在着正相关关系，良好的绩效将产生奖励，而这种奖励将满足一个重要的需求，满足这种需求的愿望足以使努力变得有价值。 Equity Theory:公平理论 Equity theory was first time developed by John Stacey Adams in 1963. Individuals in the society make comparison of their efforts (inputs) and rewards (outputs) that they get. The fairness regarding the rewards influences the level of motivation of individuals a lot. Equity exists when individuals identify that the ratio between there efforts and rewards is similar to whom they are comparing. 公平理论是约翰·斯泰西·亚当斯于1963年首次提出的。社会中的个人会比较他们的努力（投入）和获得的回报（产出）。奖励的公平性在很大程度上影响个人的动机水平。当个人发现努力与回报之间的比例与他们所比较的人相似时，公平就存在了。 Individual’s Rewards (output) / Individual’s Efforts (Input) = Other person’s Rewards (output) / Other person’s Efforts (Input) 个人的奖励（输出）/个人的努力（输入）=其他人的奖励（输入）/其他人的努力（输出） Similarly inequity occurs when there is difference in ratio in comparison to others. Inequity has two types; 同样，当与其他人的比率存在差异时，也会出现不公平现象。不平等有两种类型； Under-Reward: this type occurs when an individual starts believing that he is putting more efforts as compare to others, but receiving the same rewards that others are getting for relatively less effort.奖励不足：当一个人开始相信自己比其他人付出了更多的努力，但却得到了与其他人付出相对较少的努力相同的奖励时，就会出现这种情况。 Over-Reward: this type occurs when an individual starts believing that his equity ratio is higher other individuals. Thus getting more rewards by putting less efforts.过度奖励：当一个人开始相信自己的股权比例高于其他人时，就会出现这种情况。因此，付出更少的努力就能获得更多的回报。 Under-Rewarded individual may get motivate to do more work to meet his performance level while on the other hand he may get dis-hearted from this. Over-Reward individual start putting less efforts as he may assume that he is getting much more rewards from little effort. For managers equity theory states that rewards should be fair to all employees. “奖励不足”的个人可能会被激励去做更多的工作以达到自己的绩效水平，而另一方面，他可能会因此而感到沮丧。过度奖励个人开始少付出努力，因为他可能会认为自己从一点点努力中得到了更多的回报。对于管理者来说，公平理论表明，报酬应该对所有员工公平。 Gary Latham and Edwin Locke’s goal setting theory:加里·拉瑟姆和埃德温·洛克的目标设定理论 E. Locke and G. Latham (1990), states that goals are important factors in affecting the behaviors and motivation levels of employees. Motivated behavior of employees can be achieved by setting challenging goals for them that usually involve the quantitative targets. Such goals of performance are more good than those in which you just say, ‘you did a great job, well done’. Researches have shown that challenging goals are more motivational than any other goals that are easily achievable. The more the dedicated is employee the more he will put his effort to achieve those goals. Researchers show that individuals that perform in goal setting have increases goal commitment. If an individual has high self-efficiency he will respond more positively to achieve goals rather than those who are low-efficient. E、 Locke和G.Latham指出，目标是影响员工行为和激励水平的重要因素。员工的激励行为可以通过为他们设定具有挑战性的目标来实现，这些目标通常涉及定量目标。这样的绩效目标比你只说“你做得很好，干得很好”的目标要好。研究表明，挑战性目标比其他容易实现的目标更具激励性。员工越是敬业，就越会努力实现这些目标。研究人员表明，在目标设定方面表现出色的个人会增加目标承诺。如果一个人有很高的自我效率，他会比那些效率低下的人更积极地实现目标。 B.F. Skinner’s Reinforcement Theory:B、 F.斯金纳强化理论 In Reinforcement theory B.F. Skinner (1957), considered a motivation theory along with learning theory. The theory state that motivated behavior is the outcome of reinforces which are actually the resultants from the behavior that cause it more likely to occur again. It further says that it is essential to measure the consequences of behavior rather than to understand cognitive or processes motivation. Such behavior that was previously rewarded will be continued in future as well from an individual rather than that behavior which was not rewarded or for which he was being punished. The theory suggests to managers that they can handle the behavior modifications by reinforce desired behaviors and punish undesired behaviors. 在B.F.斯金纳强化理论中，与学习理论一起被认为是动机理论。该理论认为，动机行为是强化的结果，而强化实际上是行为的结果，使其更有可能再次发生。它进一步指出，衡量行为的后果是至关重要的，而不是理解认知或过程动机。这种先前得到奖励的行为将在未来继续，而不是那些没有得到奖励或受到惩罚的行为。该理论向管理者建议，他们可以通过强化期望行为和惩罚不期望的行为来处理行为改变。 Need for motivation 需要激励 The satisfaction or the dissatisfaction levels of an employee are directly proportional to his good or bad performance. Employee dissatisfaction may lead to poor performance. Petcharak (2004), it is the responsibility of the human resource management of the organization that employee may not dissatisfy from his job, so HR management should take steps to motivate employees otherwise employees will not perform up to expected standards of the organization. Cheng (1995), says that it is one of the larges test challenge for service providing organizations to motivate their employees in order to satisfy their customers. The HR department’s major task is to develop strategies to motivate its employees. 员工的满意度或不满程度与其绩效的好坏直接相关。员工不满可能导致绩效不佳。Petcharak，员工可能对工作不满意是组织人力资源管理的责任，因此人力资源管理应采取措施激励员工，否则员工将无法达到组织的预期标准。Cheng表示，激励员工以满足客户是服务提供机构面临的最大考验之一。人力资源部的主要任务是制定激励员工的战略。 Human capital rather than financial capital plays a significant role in meeting the goals of the organization. It is the responsibility of the top executives to motivate the employees of the organization. Human capital is the basic source of competitive advandage for any service providing organization these days. Organizations which actually pay attention towards the motivation of its employees assures its success, Dale Carnige (1985). This shows that employees who are motivated are best for the organizations to attain its goals, it is the duty of managers and supervisors to motivate them, Roberts (2005). 人力资本而非金融资本在实现组织目标方面发挥着重要作用。激励组织的员工是高层管理人员的责任。如今，人力资本是任何服务提供组织竞争优势的基本来源。Dale Carnige指出，真正关注员工动机的组织确保了其成功。Roberts表示，这表明，积极的员工最有利于组织实现目标，管理者和主管有责任激励他们。 According to La Motta (1995), motivational arousal causes an employee’s interest to complete its project, achieve all those goals that are being set for him. Different people are motivated by different ways, one thing that is creating motivation to one person might not create to other, because there is difference in motivation levels of every individual. 根据La Motta的说法，激励激发会激发员工完成项目的兴趣，实现为他设定的所有目标。不同的人受到不同的激励方式，一件事是给一个人创造激励，但可能不会给另一个人创造，因为每个人的激励水平都不同。 Baron (1983), agrees with Maslow’s hierarchy of needs, that there are some natural factors of motivation that if provided to an individual will motivate him like security needs, esteem needs and self actualization needs. Baron同意马斯洛的需求层次，认为如果向个人提供一些自然的激励因素，就会激励他，比如安全需求、尊重需求和自我实现需求。 Importance of Rewards and Motivation 奖励和激励的重要性 Searle, John G. (1990), rewards are basically to motivate the behaviors of employees towards their work. Rewards should be given as a result to effective performance. Following are some conditions that are necessary for the creation of motivation among employees; 奖励基本上是激励员工对工作的行为。奖励应作为有效绩效的结果。以下是在员工中创造激励所需的一些条件； Employees must have faith that their effective performance will surely be appreciated and rewarded.员工必须相信他们的有效表现一定会得到赞赏和奖励。 The rewards that will be being offered by management are attractive.管理层将提供的奖励很有吸引力。 The believe of employees that their effort is really contributing worthwhile to attain the organization’s goals.员工认为，他们的努力对实现组织目标确实有价值。 Organizations must pay attention towards the Monetary as well as Non-Monetary rewards, because the balanced combination of both creates motivation. An individual’s goals and organization’s goals are independent goals that are linked by the work motivation. Individuals provide their services to organizations to attain organization’s goals in order to meet their personal goals. So, we can say that an individual’s goals are directly proportional to the organizational goals. 组织必须关注货币和非货币奖励，因为两者的平衡组合会产生动力。个人目标和组织目标是由工作动机联系起来的独立目标。个人为组织提供服务，以实现组织目标，从而实现个人目标。因此，我们可以说，个人的目标与组织目标成正比。 Robert (2005), while studying the Baron’s work (1983) reports that motivation not only can influence the performance but the performance can also be influenced by rewards, i.e. direct rewards to true performance. ‘Total reward system’ is the system in which salaries and other rewards are given to the employees on the basis of their performance. Therefore, ‘total reward system’ is one of the important element, Wilson (1994). 罗伯特在研究男爵的工作时报告说，动机不仅可以影响绩效，而且绩效也可以受到奖励的影响，即对真实绩效的直接奖励“总薪酬制度”是指根据员工的表现向员工发放工资和其他奖励的制度。因此，“总奖励制度”是重要的要素之一。 Mosley, Megginson, Pietri (2001), reports that the there are three levels of employee motivation;报告称，员工激励有三个层次 Behavior: the direction of those behaviors of an employee that he selects to perform.行为：员工选择执行的行为方向。 Effort: the level of willingness of an employee to put their effort on their work.努力程度：员工将努力投入工作的意愿程度。 Persistence: the level of willingness to work regardless of difficult situations.坚持：无论遇到什么困难，都愿意工作的程度。 In Pakistan telecommunication sector is facing big changes for last few years, not only their customers are increasing but also the services are increasing. They reported from a research conducted by them that employees in telecommunication sector give more importance to pay and promotion than training, and pay and promotion gives a positive impact on their job satisfaction and motivation, . Kashif u Rehman et al., (2007). 在巴基斯坦，电信行业在过去几年里面临着巨大的变化，不仅客户在增加，服务也在增加。他们从他们进行的一项研究中报告，电信部门的员工更重视薪酬和晋升，而不是培训，薪酬和晋升对他们的工作满意度和积极性有积极影响。Kashif u Rehman等人。 Theoretical Framework 理论框架 Problem Statement 问题陈述 Hypothesis # 1:假设1： There is a positive relationship between rewards and motivation in the employees of Telecommunication sector of Pakistan. 巴基斯坦电信部门员工的薪酬与激励之间存在着积极的关系。 Explanation: 说明 Rewards are things that boost some one’s morale to do something; it is observed in our daily life that whenever an individual or a team is being given reward for their good work the motivation of the employee increases to do more good work in order to get more rewards. 奖励是鼓舞某人做事的士气的东西；在我们的日常生活中观察到，每当一个人或一个团队因其出色的工作而获得奖励时，员工为了获得更多的奖励，就会增加做更多好工作的动机。 Hypothesis # 2:假设2： Monetary rewards cause more employee motivation than the non-monetary rewards in the telecommunication sector of Pakistan. 在巴基斯坦电信部门，货币奖励比非货币奖励更能激励员工。 Explanation:说明 Reward in the form of money attracts people more rather than any other reward in form of just appreciation or a certificated. This hypothesis will test that whether it is true or not in the telecom sector of Pakistan. 货币形式的奖励比任何其他形式的赞赏或证书更能吸引人。这一假设将检验巴基斯坦电信部门是否属实。 Hypothesis # 3:假设3： There are significant differences in effects of biological variables on employee work motivation in the telecom sector of Pakistan. 在巴基斯坦电信部门，生物变量对员工工作动机的影响存在显著差异。 Explanation:说明 This research Proposal hypothesis will find answers to such questions as;这一研究假设将为以下问题找到答案 Who were more motivated male or female?男性和女性谁更有动力？ Which age group people were more motivated?哪个年龄组的人更有动力？ Who were more motivated new or old employees?新员工和老员工谁更有动力？ Married people had more motivation towards work or unmarried?已婚的人更有动力工作还是未婚？ Sales people are more motivated as compare to rest of the people at different designations?和其他不同职位的人相比，销售人员更有动力？ Research Methodology 研究方法论 Tool for data collection 数据收集工具 The tool for data collection for this research Proposal is survey. And for the purpose of doing surveys mail questionnaire is designed. This method of data collection is chosen because it has geographical flexibility, easy sample accessibility, saves time, and cost, anonymity and respondent convenience to reply. 本研究的数据收集工具是调查。为了进行调查，设计了邮寄问卷。之所以选择这种数据收集方法，是因为它具有地理上的灵活性、易于获取样本、节省时间和成本、匿名性以及答复答复的方便性。 Design of Questionnaire 问卷设计 The research Proposal questionnaire consists of three parts;研究问卷由三部分组成 Part I: It consists of personal information of the subject, such as gender, age, designation, working experience, marital status and education. 第一部分：包括受试者的个人信息，如性别、年龄、职业、工作经历、婚姻状况和教育程度。 Part II: It is designed for the collection of data about the independent variable i.e. Rewards (Monetary Rewards/Non- Monetary Rewards). 第二部分：旨在收集独立变量的数据，即奖励（货币奖励/非货币奖励）。 Part III: It is designed for the collection of data about the dependent variable i.e. employee motivation. 第三部分：旨在收集因变量（即员工动机）的数据。 Units of observation 观测单位 The units of observation are the employees of different companies of telecom sector of Pakistan;观察单位是巴基斯坦电信部门不同公司的员工 The sample includes all categories of employees.样本包括所有类别的员工。 Sample Size 样本大小 The sample size for data collection is 1000.数据收集的样本大小为1000。 Time Dimension 时间维度 This study is a cross sectional study.本研究是一项横断面研究。 Scale / Scoring of questionnaire 问卷量表/评分 Te Likert scale is used for the collection of data. Likert scale is basically a 5-point scale which consists from 5 to 1. Te Likert量表用于数据收集。Likert量表基本上是5分制，由5到1组成。 For positive statements scoring is;对于正面陈述，得分为： Strongly Agree = 5 Agree = 4 Neutral = 3 Disagree = 2 Strongly Disagree = 1 For positive statements scoring is;对于正面陈述，得分为： Strongly Agree = 1 Agree = 2 Neutral = 3 Disagree = 4 Strongly Disagree = 5 Procedure 程序 Questionnaire will be spread out among the employees of telecommunication sector of Pakistan via mail questionnaire in their workplace. Instructions and grantee of confidentiality of the personal information will be ensured. 问卷将通过邮寄问卷在巴基斯坦电信部门员工的工作场所分发。将确保个人信息的指示和保密承诺。 Data analysis 数据分析 For the descriptive analysis SPSS (Statistical Package for Social Sciences) version 16 or simply Microsoft Excel 2010 will be used. 描述性分析将使用SPSS（社会科学统计软件包）版本16或简单的Microsoft Excel 2010。 For finding out the correlation between the Rewards (independent variable) and employee motivation (dependent variable) Pearson Correlation Coefficient will be used. 为了找出奖励（自变量）和员工激励（因变量）之间的相关性，将使用皮尔逊相关系数。 For finding out the correlation between the Financial Rewards and employee motivation; and Non-Financial Rewards and employee motivation Pearson Correlation Coefficient will be used. 找出财务奖励与员工激励之间的相关性；将使用非财务奖励和员工激励皮尔逊相关系数。 For the analysis of the differences in employees work motivation based on the personal characteristics (biographical) ANOVA will be used which is used to measure the significant differences between the variances. 对于基于个人特征（传记）的员工工作动机差异分析，将使用ANOVA来衡量差异之间的显著差异。 Expected Results 预期结果 The various researches that have been carried out in various sector in different countries of the world reports that rewards have a positive impact on employee motivation. 世界各国不同部门开展的各种研究表明，奖励对员工激励有积极影响。 In 1997, Carolyn Wiley compared the result of previously held four surveys that were conducted on motivation of employees in year 1946, year 1980, year 1986 and year 1992. 1997年，卡罗琳·威利比较了之前进行的四次调查的结果，这些调查分别于1946年、1980年、1986年和1992年进行。 The survey that was conducted in 1992 resulted that in today’s world employees are motivated by monetary rewards. Employees chosen ‘salary’ as the top most motivating element. The research said that salary is a monetary reward with a natural influence. 这项于1992年进行的调查表明，当今世界的员工都受到金钱奖励的激励。员工选择“工资”作为最具激励性的因素。研究表明，工资是一种具有自然影响力的货币奖励。 Limitations 局限性 Low response rate 低响应率 Low completion rate 完成率低 Cannot catch verbal behavior 无法捕捉言语行为 Cannot use lengthy questionnaire 不能使用冗长的问卷 本站提供各国各专业留学生Proposal写作指导服务，如有需要可咨询本平台。 |
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