销售人员激励的外文论文(跪求一篇销售人员激励的英文版期刊做文献要求为P

1.跪求一篇销售人员激励的英文版期刊做文献 要求为PDF格式的

论营销人员的激励-科技经济市场 （找到的，看看行不行

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收藏到网摘：

【文章名】：论营销人员的激励-科技经济市场

【文章英文名】：

【关键词】：营销人员，激励，执行，YingXiaoRenYuan,JiLi,ZhiXing,

【作者】：覃柯敏，

【zuozhe】：ZuoKeMin,

【作者单位】：华南理工大学人事组织办公室，广东，广州，510006,

【作者英文名称】：

【刊名】：科技经济市场

【英文刊名】：KEJI JINGJI SHICHANG

【页数】：91-92

【栏目】：理论探新

【参考文献数】：

【期刊信息】：2007年9期卷

【分类号】：

【英文摘要】：

【摘要】：随着市场经济的高速发展，同质商品的不断涌现，产品对于消费者来说差异性越来越小，消费者越来越关注购买某种商品的体验的过程，而非产品本身.因而营销人员从某种程度上说是企业的核心成员，提高其工作工作效率和积极性无疑将为企业目标的实现打下坚实的基础.我根据一些激励理论结合有关学者的经验总结得出了激励营销人员的几种方式，为企业激励机制的完善提供了一些参考的因素，并提出有关制度与执行力度的密切关系，为激发后来学者的研究提供了一些参考的价值.

【正文】：

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【相关知识】

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【搜索下载】

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（这个连接可以下载

2.高分求营销人员激励机制方面的英文期刊电子稿

论营销人员的激励-科技经济市场 -------------------------------------------------------------------------------- 收藏到网摘： 【文章名】：论营销人员的激励-科技经济市场【文章英文名】：【关键词】：营销人员，激励，执行，YingXiaoRenYuan,JiLi,ZhiXing，【作者】：覃柯敏，【zuozhe】：ZuoKeMin，【作者单位】：华南理工大学人事组织办公室，广东，广州，510006，【作者英文名称】：【刊名】：科技经济市场【英文刊名】：KEJI JINGJI SHICHANG【页数】：91-92【栏目】：理论探新【参考文献数】：【期刊信息】：2007年9期卷【分类号】：【英文摘要】：【摘要】：随着市场经济的高速发展，同质商品的不断涌现，产品对于消费者来说差异性越来越小，消费者越来越关注购买某种商品的体验的过程，而非产品本身.因而营销人员从某种程度上说是企业的核心成员，提高其工作工作效率和积极性无疑将为企业目标的实现打下坚实的基础.我根据一些激励理论结合有关学者的经验总结得出了激励营销人员的几种方式，为企业激励机制的完善提供了一些参考的因素，并提出有关制度与执行力度的密切关系，为激发后来学者的研究提供了一些参考的价值.【正文】：-------------------------------------------------------------------------------- 【相关知识】 ---------------------------------------------------------------------------------------------------------------------------------------------------------------- 【搜索下载】 --------------------------------------------------------------------------------（这个连接可以下载 你看看吧 这个我下过 不错） 可是我下行呀。

3.求激励方面的英文文献

在制定和实施激励政策时，首先要调查清楚每个员工真正需要的是什么。

将这些需要整理、归类，然后来制定相应的激励政策帮助员工满足这些需求 。1. 原则之一：激励要因人而异由于不同员工的需求不同，所以，相同的激励政策起到的激励效果也会不尽相同。

即便是同一位员工，在不同的时间或环境下，也会有不同的需求。由于激励取决于内因，是员工的主观感受，所以，激励要因人而异。

在制定和实施激励政策时，首先要调查清楚每个员工真正需要的是什么。将这些需要整理、归类，然后来制定相应的激励政策帮助员工满足这些需求。

2. 原则之二：奖励适度奖励和惩罚不适度都会影响激励效果，同时增加激励成本。奖励过重会使员工产生骄傲和满足的情绪，失去进一步提高自己的欲望；奖励过轻会起不到激励效果，或者使员工产生不被重视的感觉。

惩罚过重会让员工感到不公，或者失去对公司的认同，甚至产生怠工或破坏的情绪；惩罚过轻会让员工轻视错误的严重性，从而可能还会犯同样的错误。3. 原则之三：公平性公平性是员工管理中一个很重要的原则，员工感到的任何不公的待遇都会影响他的工作效率和工作情绪，并且影响激励效果。

取得同等成绩的员工，一定要获得同等层次的奖励；同理，犯同等错误的员工，也应受到同等层次的处罚。如果做不到这一点，管理者宁可不奖励或者不处罚。

管理者在处理员工问题时，一定要有一种公平的心态，不应有任何的偏见和喜好。虽然某些员工可能让你喜欢，有些你不太喜欢，但在工作中，一定要一视同仁，不能有任何不公的言语和行为。

1. 激励员工从结果均等转移到机会均等，并努力创造公平竞争环境。举例来说，吴士宏在IBM从一个打扫卫生的人做起，一步一步到销售业务员，到地区负责人，到中国区总经理，是什么原因呢？除了个人努力，还应该说IBM 良好的企业文化给了一个发展的舞台，那就是每一个人都有无限的发展机会，只要有能力就会有发展的空间，实现自我，这在很多企业是做不到的，这种体制无疑会给员工莫大的激励作用。

2. 激励要把握最佳时机。——需在目标任务下达前激励的，要提前激励。

——员工遇到困难，有强烈要求愿望时，给予关怀，及时激励。3. 激励要公平准确、奖罚分明——健全、完善绩效考核制度，做到考核尺度相宜、公平合理。

——克服有亲有疏的人情风。——在提薪、晋级、评奖、评优等涉及员工切身利益热点问题上务求做到公平。

4. 推行职工持股计划。使员工以劳动者和投资者的双重身份，更加具有关心和改善企业经营成果的积极性。

现代人力资源管理的实践经验和研究表明，现代的员工都有参与管理的要求和愿望，创造和提供一切机会让员工参与管理是调动他们积极性的有效方法。毫无疑问，很少有人参与商讨和自己有关的行为而不受激励的。

因此，让职工恰当地参与管理，既能激励职工，又能为企业的成功获得有价值的知识。通过参与，形成职工对企业的归属感、认同感，可以进一步满足自尊和自我实现的需要。

建立和提高员工参与管理、提出合理化建议的制度和职工持股制度，加强员工各层次与领导层的交流沟通，提高员工主人翁参与意识。5. 荣誉激励对员工劳动态度和贡献予以荣誉奖励，如会议表彰、发给荣誉证书、光荣榜、在公司内外媒体上的宣传报导、家访慰问、流览观光、疗养、外出培训进修、推荐获取社会荣誉、评选星级标兵等。

6. 关心激励对员工工作和生活的关心，如建立员工生日情况表，总经理签发员工生日贺卡，关心员工的困难和慰问或赠送小礼物。7. 竞争激励提倡企业内部员工之间、部门之间的有序平等竞争以及优胜劣汰。

8. 物质激励增加员工的工资、生活福利、保险，发放奖金、奖励住房、生活用品、工资晋级。9. 信息激励要经常交流企业、员工之间的信息，进行思想沟通，如信息发布会、发布栏、企业报、汇报制度、恳谈会、经理接待日制度。

1. One of the principles: incentives to vary from person to person Because 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 feelings of the staff are, 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 employees to meet these needs. 2. Two principles: appropriate incentives Appropriate 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; reward 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 company's identity, or even。

4.求知识员工激励外文论文及翻译 急

1. One of the principles: incentives to vary from person to person

Because 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 feelings of the staff are, 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 employees to meet these needs.

2. Two principles: appropriate incentives

Appropriate 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; reward 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 company's identity, or even slow down or damage arising from the emotions; leniency error will underestimate the seriousness of the staff, which will probably make the same mistake.

5.求 员工激励机制外文文献

26]Tony Alessandra . Oversea Publishing House 2008.

[27] Gordon、Edward E.The Knowledge Worker.Adult learning.2007

[28] Arid、Dana Beth.Knowledge workers Unite. Forties. 2003

[29] Jiang J J,Klein G, Balloun J L; The joint impact of internal and external career anchors on entry-level IS career satisfaction [J],Information & Management,2001.

[30]Sunil Ramlall.A Review of Employee Motivation Theories and their Implications for Employee Retention within Organizations[J].The Journal of American Academy of Business,2004,

哈哈，你是哪个大学的啊，是读MBA吗？

6.急求一篇激励机制的外文（英语）

abstract: our goverment pay more and more attention to the medium and small companies and lanuched lots of measures to improve those companies. but raising money is still no solved in our country which restrict the development of the companies, the most important reason is they are lack of money guarantee. therefore establishing the money raising guarantee is very important.to solve this problem, credit guarantee system must be sound as soon as possible.To solve the finacing problem for the medium-sized and small enterprises, the priority is to perfect the network of credit guarantee, to standardize the set of working concerning of guarantee organizations, to found the mechanism of risk compensation and encouragement, to improve the social enviroment of credit, so that to have a better worked guaranteesystem.The construction of the credit guarantee system for small and medium-sized enterprises ,will strength their connection between the banks,will lift their capital credit grade ,and will mitigate their the financial predicaments.At present, the credit assure system of the small and middle-sized enterprises still occupies the initial stage, it is very imperfect, and its function is still extremely limited. The existence problems are: Credit Guarantee Institutions' fund scale is small, the specialized degree is lower, anti-risk ability is shortage, the credit environment is range and so on.At present, the credit assure system of the small and middle-sized enterprises still occupies the initial stage, it is very imperfect, and its function is still extremely limited. The existence problems are: Credit Guarantee Institutions' fund scale is small, the specialized degree is lower, anti-risk ability is shortage, the credit environment is range and so on.We need to make furtherly credit guarantee system regulate, stronger, bigger on the basis of establishing the perfect, powerful small and medium size companies credit guarantee system, to provide more financial support to enhance the competitiveness and development energy of small and medium size, and to drive the comprehensive development of national economy.。

7.知识型员激励研究的英文文献

1. One of the principles: incentives to vary from person to person Because 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 feelings of the staff are, 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 employees to meet these needs. 2. Two principles: appropriate incentives Appropriate 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; reward 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 company's identity, or even slow down or damage arising from the emotions; leniency error will underestimate the seriousness of the staff, which will probably make the same mistake. 3. The principle of three: fairness The 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 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, 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. 1. Stimulate the transfer of staff from the results of equal to equal opportunities and strive to create a level playing field. For example, Wu Shihong 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 good 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 the staff. 2. 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. 3. Want a fair and accurate incentive, reward - Sound, perfect performance appraisal system to ensure appropriate assessment scale, fair and reasonable. - Have to overcome there is thinning of the human pro-wind. - In reference salary, promotions, awards, etc.评优involve the vital interests of employees on hot issues in order to be fair. 4. The implementation of Employee Stock Ownership Plan. Workers and employees 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 opportunities for all employees is to mobilize them to participate in the management of 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 participate in the management 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 participation 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. 5. Honor incentive Staff attitude and contribution of labor to honor rewards, such as recognition of the meeting, issue。

8.有关激励的外文书刊

1. A. Maslow, Motivation and Personality (New York: McGraw-Hill, 1954)2. D. McGregor, the Human Side of Enterprise (New York: McGraw-Hill, 1960)3. F. Herzberg, B. Mausner, and B. Snyderman, the Motivation to Work (New York: John Whiley,1959)4.D.C. McClelland, the Achieving Society (New York: Van Nostrand Reinhold, 1961)5.R.W. Griffin, "Toward an Integrated Theory of Task Design,"6. J.S. Adams, "Inequity in Social Exchanges,"7.V.H. Vroom, Work and Motivation (New York: John Wiley,1964)8. M. Siegall, "The Simplistic Five: An Integrative Framework for Teaching Motivation," The Organizational Behavior Teaching Review 12, No.4(1987-1988), pp. 141-143。

9.请教员工激励的英文表达

Employees needs enough inspiration and encouragement in a timely fashion. The coropration employees in general hope their strength can be maximized, their works can be recognized in time, and so they can have a sense of achievement and gratification from their careers.

Every level of managers should promptly evaluate their employees'works, to enourage those who have high performance(attitude, method, result), thereby to inspire them to work with enthusiasm and to keep the high team morale.

10.急求毕业论文

企业营销人员激励机制研究2007-12-28 来源：《中国市场》 2007年第26期 作者：史宝玉摘要：激励一直是人力资源管理研究的主要问题，科学有效的激励机制对于提高员工满意度，增加企业竞争力具有重要作用。

本文从营销人员现行激励机制出发，分析了现行激励机制存在的问题及成因，针对营销这一特殊职业的激励机制进行了设计。关键词：营销人员 激励 薪酬激励是人力资源管理的核心，也是人力资源管理的重要手段。

企业建立激励机制的目的是为了提高员工的满意度，调整员工的行为，使员工与企业形成利益共同体。作为企业人力资源重要组成部分-营销人员的激励问题，更是企业研究的重点。

虽然营销人员的奖酬机制相对于企业其他人员较完善，但并不能否认营销人员激励机制存在问题，以及改进营销人员激励机制的必要性。一、企业营销人员现行激励手段一是物质激励为主，缺乏精神激励。

根据马斯洛的需求层次理论，人的需求分为不同层次，低层次的需求满足后，会有更高层次的需求出现，并且只有在需求满足后，才会产生激励，对于企业的营销人员，目前处于供不应求状态，因此企业采取各种方式、手段争夺营销人才，最主要的措施就是利用高薪吸引营销人才。但对于营销人员来说，他们不但注重个人收入水平，而且同样注重职业发展及自我才能的展示，需要企业为其搭建发展的舞台。

二是短期激励为主，缺乏有效的长期激励措施。欺诈行为在经营领域并不罕见，尤其中国发展的现阶段，处于体制转变的复杂时期，机会主义充斥各个领域，当然也包括营销领域，缺乏诚信是商业领域的通病。

这样的市场生态环境造成了营销人员的短期行为。虽然国内有些企业实行年薪制或员工持股制度等激励机制，试图建立企业的长期激励机制，但效果并不十分理想。

究其原因年薪制未能与股权激励有效结合，员工持股操作有一定的复杂性，并且国内大多数企业也未认识到员工持股所产生的长期激励作用，因此真正实行员工持股（Employee Stock Ownership）的企业很少，缺乏了股权激励的长期激励作用，即使企业实行年薪制，也会产生因追逐高额利润而大肆窜货、盲目承诺、不考虑企业长期利益而影响公司整体营销政策的短期行为。二、企业营销人员激励不足的原因分析一是中国传统思想的影响。

思想具有传承性，中国几千年的封建制度和农业思想虽然随着新中国的成立已由最先进、最伟大的马列主义所取代，但其最本质的“论资排辈”、“官本位”、“不患寡而患不均”等思想依然存在并潜移默化地主导着部分人的思想，使现代激励机制很难发挥作用。“大锅饭”、“官本位”在市场经济条件下依然存在于大多数企业中。

传统中薪酬往往是个人在组织中行政地位或行政等级的物质体现。现在，有些企业推崇的所谓“一岗一薪”其实质也是根据岗位本身的价值来确定员工的薪酬待遇，而忽略了不同的员工在同样的岗位上所达到的实际绩效差异。

因此员工要想增加收入，必须升到更高职位上。二是现代薪酬管理理念、方法与技术导入不足。

就中国目前的营销环境，可以说营销理念可与世界发达国家相比，但营销行为与营销理念严重背离。中国营销人员思维方式和行为模式是中国长期投机市场磨砺的产物，注重投机而非凭能力比拼，员工较低的素质同先进的营销理念不同步，理念不能指导行为，激励机制自然不能充分发挥作用。

与此同时，因为社会缺乏行之有效的评价机制和约束机制，因此未能形成企业和营销人员共同认可并自觉遵守的行为准则。因此营销人员频繁变换公司，公司也不尽心为员工提供发展机会、为员工规划职业生涯，最终难以形成双赢局面。

三、企业营销人员激励机制设计1.建立合理的营销人员薪酬制度。对于大多数企业，用高薪吸引营销人才已使企业工资结构线出现偏离，以致公司的薪酬政策不能体现科学合理性。

对于企业首先应确定本企业在行为中的地位，在参考本地区经济水平和发展状况的基础上制订本公司的工资结构线，依据工作岗位及其创造价值的大小支付工资。薪酬的制订要兼顾长期激励和短期激励相结合的原则，薪酬设计可根据企业所处的成长阶段选择相应策略。

处于迅速发展阶段的企业可采用高弹性模式，以高奖金促发展；处于正常发展或成熟阶段的企业要增加持股比例，保证企业稳定发展。因此薪酬设计可包括基本薪资、业务奖金、员工持股、保险和福利几部分，根据企业发展阶段调整各部分比例，实现短期激励与长期激励的有机结合。

2.制定员工的多通道职业生涯发展规划。社会上有些人认为营销并非正式职业，更有许多营销人员自己也认为从事营销只是想赚取些资本，因此作为临时性的营销职业，很少有个人设计职业生涯，企业也较少投入精力对营销人员进行职业生涯管理。

营销人员的成长对企业的发展具有促进作用。企业不仅要为员工提供一份与其贡献相称的报酬，使其分享到自己所创造的财富，而且要充分了解员工的个人需求和职业发展意愿，为其制定科学合理的职业生涯发展规划，并提供适合营销人员要求的晋升道路。

只有当员工能够清楚地看到自己有组织中的发展前景时，他才有动力为企业尽心尽力地。