上海新航道雅思小編給考生們帶來了劍14Test1雅思閱讀Passage3原文翻譯：激勵因素與酒店業。希望幫助考生對照文本更好的研究真題，充分備考，爭取理想成績，實現留學夢想。相應的原文答案解析，請點擊：劍橋雅思14Test1閱讀Passage3答案解析。

  劍14Test1雅思閱讀Passage3原文-Motivational factors and the hospitality industry

  A critical ingredient in the success of hotels is developing and maintaining superior performance from their employees. How is that accomplished? What Human Resource Management (HRM) practices should organizations invest in to acquire and retain great employees?

  Some hotels aim to provide superior working conditions for their employees. The idea originated from workplaces - usually in the non-service sector - that emphasized fun and enjoyment as part of work- life balance. By contrast, the service sector, and more specifically hotels, has traditionally not extended these practices to address basic employee needs, such as good working conditions.

  Pfeffer ( 1994) emphasizes that in order to succeed in a global business environment, organizations must make investment in Human Resource Management (HRM) to allow them to acquire employees who possess better skills and capabilities than their competitors. This investment will be to their competitive advantage. Despite this recognition of the importance of employee development, the hospitality industry has historically been dominated by underdeveloped HR practices (Lucas, 2002).

  Lucas also points out that 'the substance of HRM practices does not appear to be designed to foster constructive relations with employees or to represent a managerial approach that enables developing and drawing out the full potential of people, even though employees may be broadly satisfied with many aspects of their work' (Lucas, 2002). In addition, or maybe as a result, high employee turnover has been a recurring problem throughout the hospitality industry. Among the many cited reasons are low compensation, inadequate benefits, poor working conditions and compromised employee morale and attitudes (Maroudas et al., 2008).

  Ng and Sorensen (2008) demonstrated that when managers provide recognition to employees, motivate employees to work together, and remove obstacles preventing effective performance, employees feel more obligated to stay with the company. This was succinctly summarized by Michel et al. (2013 ): '[P]roviding support to employees gives them the confidence to perform their jobs better and the motivation to stay with the organization.' Hospitality organizations can therefore enhance employee motivation and retention through the development and improvement of their working conditions. These conditions are inherently linked to the working environment.

  While it seems likely that employees' reactions to their job characteristics could be affected by a predisposition to view their work environment negatively, no evidence exists to support this hypothesis (Spector et al., 2000). However, given the opportunity, many people will find something to complain about in relation to their workplace (Poulston, 2009). There is a strong link between the perceptions of employees and particular factors of their work environment that are separate from the work itself, including company policies, salary and vacations.

  Such conditions are particularly troubling for the luxury hotel market, where high-quality service, requiring a sophisticated approach to HRM, is recognized as a critical source of competitive advantage (Maroudas et al., 2008). In a real sense, the services of hotel employees represent their industry (Schneider and Bowen, 1993). This representation has commonly been limited to guest experiences. This suggests that there has been a dichotomy between the guest environment provided in luxury hotels and the working conditions of their employees.

  It is therefore essential for hotel management to develop HRM practices that enable them to inspire and retain competent employees. This requires an understanding of what motivates employees at different levels of management and different stages of their careers (Enz and Siguaw, 2000). This implies that it is beneficial for hotel managers to understand what practices are most favorable to increase employee satisfaction and retention.

  Herzberg ( 1966) proposes that people have two major types of needs, the first being extrinsic motivation factors relating to the context in which work is performed, rather than the work itself. These include working conditions and job security. When these factors are unfavorable, job dissatisfaction may result. Significantly, though, just fulfilling these needs does not result in satisfaction, but only in the reduction of dissatisfaction (Maroudas et al., 2008).

  Employees also have intrinsic motivation needs or motivators, which include such factors as achievement and recognition. Unlike extrinsic factors, motivator factors may ideally result in job satisfaction (Maroudas et al., 2008). Herzberg's ( 1966) theory discusses the need for a 'balance' of these two types of needs.

  The impact of fun as a motivating factor at work has also been explored. For example, Tews, Michel and Stafford (2013) conducted a study focusing on staff from a chain of themed restaurants in the United States. It was found that fun activities had a favorable impact on performance and manager support for fun had a favorable impact in reducing turnover. Their findings support the view that fun may indeed have a beneficial effect, but the framing of that fun must be carefully aligned with both organizational goals and employee characteristics. 'Managers must learn how to achieve the delicate balance of allowing employees the freedom to enjoy themselves at work while simultaneously maintaining high levels of performance' (Tews et al., 2013).

  Deery (2008) has recommended several actions that can be adopted at the organizational level to retain good staff as well as assist in balancing work and family life. Those particularly appropriate to the hospitality industry include allowing adequate breaks during the working day, staff functions that involve families, and providing health and well-being opportunities.

  劍14Test1雅思閱讀Passage3原文翻譯-激勵因素與酒店業

  酒店經營成功的一個關鍵因素就是培養并保持其員工的優秀表現。如何才能做到這點?企業應投入哪些人力資源管理(HRM)辦法來獲取并留住優秀員工?

  有些酒店旨在為員工提供優越的工作環境。這種理念源于有一些工作場所—通常是非服務行業一一它們會強調樂趣和享受是平衡工作和生活的一部分。相比之下,服務業(更確切地說是酒店業)歷來不會照此來解決員工的基本需求,比如提供良好的工作環境。

  Pfeffer(1994)強調,企業要想在全球商業環境中取得成功,必須在人力資源管理上有所投入,以確保能比對手招到技能和能力更強的員工。這種投入會成為這些企業的竟爭優勢。盡管認識到了員工培養的重要性,但酒店業仍一直普遍采用落后的人力資源管理辦法( Lucas,2002)。

  Lucas還指出:“人力資源管理辦法實質上似乎并不旨在培養與員工之間的建設性關系也不是為了提供一種管理辦法以培養和完全發揮員工潛力,即使員工可能大致對自己工作的許多方面感到滿意”( Lucas,2002)此外,或許也正因為如此,員工流動率高已成為酒店業一個反復出現的問題。許多已知的原因包括薪酬低、福利差、工作環境惡劣以及工作態度懶散、士氣低迷( Maroudas等人,2008)。

  Ng和Sorensen(2008)的研究表明,當管理者認可員工的表現、激勵員工協同工作,并排除阻礙員工高效表現的障礙時,員工們就會覺得更愿意留在該公司。Michel等人(2013)對此做了簡要概括:“為員工提供支持使他們有信心更好地完成工作以及有動力留在這家企業。”因此,酒店業可以通過改善和提升工作條件來激勵和留住員工。這些條件與工作環境有著內在的聯系。

  雖然對工作環境不滿可能會影響員工對工作特性的反應,但沒有證據能證明這一假設(Spector等人,2000)。不過，但凡有機會,很多人就會抓住點什么由頭來抱怨自己的工作場所( Poulston,2009)。員工的感受與他們工作環境—并不是工作本身——的某些因素密切相關,包括公司政策、薪酬和假期。

  因此,對酒店管理者來說,開發出能夠澈勵和留住優秀員工的人力資源管理辦法非常必要。這就需要了解在不同管理層次和對不同工作階段的員工都需要怎樣的激勵(Exi&Siguaw,2000)也就是說,了解提高員工滿意度和留職率的最有效辦法對酒店管理者而言是有益的。

  Herzberg(1966)提出人們有兩種主要需求,第一種是外在激勵因素,這種因素與工作環境有關,而不是工作本身。其中包括工作條件和工作穩定性。當這些因素不利時,員工就會產生不滿情緒。但顯然,僅僅滿足這些需求并不會讓人滿意,只會減少不滿(Maroudas等人,2008)。

  員工也有內在的激勵需求或動機,包括成就感和認同感等因素。不同于外在因素,內在因素可以帶來工作滿意度(Maroudas等人,2008)。Herzberg(1966)的理論探討了保持兩種需求平衡的必要性。

  學者們還研究了樂趣在工作中的激勵作用。例如,Tews、 Michel和 Stafford(2013)針對美國一家連鎖主題餐廳的員工做了一項研究。研究發現,趣味性活動對員工表現有積極影響,管理者對相關活動的攴持可以降低員工流動率。他們的研究發現支持樂趣確實有利于激勵員工這一觀點,但原則上要求趣味性活動的設定必須與企業目標和員工個性相一致。“管理者必須學會如何巧妙地平衡員工在工作中享樂與保持高效的工作”(Tews等人,2013)。

  Deery(2008)推薦了一些能夠在企業層面上推行的舉措,既能用于留住優秀員工,又有助于員工平衡工作和生活。其中特別適用于酒店業的措施包括在工作日給予充足的休息時間、能讓家人也參與其中的員工聚會,以及提供醫療和福利機會 。

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