译文
组织为留住员工的激励理论以及它们的应用的研
究
为什么必须要留住关键性的雇员？
Fitz-enz（1997年）提出，公司每失去10个管理上和专业上的员工就会损失100美元。算上直接成本和间接成本，避免雇员流失的总成本，是其一年工资和福利的最小量，或两年的薪酬和福利的最大值。对于一个组织来说，失去任何一个关键的雇员都会产生严重的经济影响，特别是考虑到随雇员离去而丧失的知识。这些知识是可以用来满足顾客的需要和期望的。知识的管理是创造、捕捉的过程以及知识来提高组织绩效的进程。
此外，Toracco（2000年）指出，虽然现在知识已经被认为是一个组织最宝贵的资产，但是，大多数组织缺乏必要的保留和利用知识价值的配套制度。组织不能只站在消极的立场上去希望人们在这个组织内能够得到和利用那些已知的、可以接近的知识。相反，组织应该以寻求维持竞争优势为目的，迅速发展能充分利用知识价值的系统(Robinson & Stern, 1997; Stewart, 1997).。因此，这很容易看到失去了宝贵的员工的知识的巨大影响。
人力资本和知识管理的概念是，人们拥有的技能，经验和知识，因此对组织具有经济价值。这些技能，知识和经验代表了资本，因为它们提高了生产率(Snell and Dean, 1992)。人力资本理论假定某些劳动力更有生产力仅仅是因为越来越多的资源投资在劳动力培训上，相当于一台机器投入了更多的资源来提高生产率ller, 1982)。人力资本理论的一条基本原则是，如同任何商
业投资，“投资技能建设将更加有利可图，更有可能将要持续较长的时期，从而获得投资回报” (Mueller, 1982, p.94)。此外，留住对于实现充分的投资回报是非常重要的。人力资本理论还认为员工在一个组织的服务长度可以作为与职业相关的知识或能力的代表。一个人对与工作有关的知识或能力的了解，影响该人的工资，推销自己和工作的类型(Becker，1975； Hulin & Smith，1967； Katz，1978)。在一个组织里，关于工龄的理解可以与乌尔里希（1998）定义的智力资本承诺的组成部分联系起来。他的定义很简单“技能通过承诺而增加” (p.125)，智力资本的重要性等于知识，技能和每一个人在组织中的属性乘以他们愿意努力工作。在未来几年，个人对组织的承诺将得到更重要的承认，以及该组织需要创建一个有人会愿意留下来的环境(Harris, 2000)。组织将需要或创建一个智力资本环境下，知识的传播的发生将遍及整个组织，或继续通过工龄发展失去重要的个人知识。许多人认为这些深奥的知识将有助于满足客户的需求和期望，并在全球经济组织相互竞争的今天，创建和维持竞争优势。
作者：苏尼尔
国籍：美国
出处：《美国商业学术期刊》，2004年9月，第52-59页
原文
A Review of Employee Motivation Theories and their
Implications
for Employee Retention within Organizations
Why is it Neceary to Retain Critical Employees?
Fitz-enz (1997) stated that the average company loses approximately $1 million with every 10 managerial and profeional employees who leave the organization.Combined with direct and indirect costs, the total cost of anexempt employee turnover is a minimum of one year’s pay and benefits, or a maximum of two years’ pay andbenefits.There is significant economic impact with an organization losing any of its critical employees, especially given the knowledge that is lost with the employee’s departure.This is the knowledge that is used to meet the needs knowledge to enhance organizational performance (Bai, 1997).Furthermore, Toracco (2000) stated that although knowledge is now recognized as one of an organization’s most valuable aets most organizations lack the supportive systems required to retain and leverage the value of knowledge.Organizations cannot afford to take a paive stance toward knowledge management in the hopes that people are acquiring and using knowledge, and that sources of knowledge are known and acceed throughout the organization.Instead, organizations seeking to sustain competitive advantage have moved quickly to develop systems to leverage the value of knowledge for this purpose (Robinson & Stern, 1997; Stewart, 1997).Thus, it is easy to see the dramatic effect of losing employees who have
valuable knowledge.The concept of human capital and knowledge management is that people poe skills, experience and knowledge, and therefore have economic value to organizations.These skills, knowledge and experience represent capital because they enhance productivity (Snell and Dean, 1992).Human capital theory postulates that some labor is more productive than other labor simply because more resources have been invested into the training of that labor, in the same manner that a machine that has had more resources invested into it is apt to be more productive (Mueller, 1982).One of the basic tenets of human capital theory is that, like any busine investment, an “investment in skill-building would be more profitable and more likely to be undertaken the longer the period over which returns from the investment can accrue” (Mueller, 1982, p.94).Again, employee retention is important in realizing a full return on investment.Human capital theory includes the length of service in the organization as a
proxy for job relevant knowledge or ability.A person’s job relevant knowledge or ability influences that person’s wage, promotional opportunity and/or type of job (Becker, 1975; Hulin & Smith, 1967; Katz, 1978).The understanding of length of service in an organization relates back to Ulrich’s (1998) component of commitment in his definition of intellectual capital.His definition was simply“competencemultiplied by commitment” (p.125), meaning intellectual capital equals the knowledge, skills, and attributes of each individual within an organization multiplied by their willingne to work hard.It will become significantly more important in the years ahead to recognize the commitment of individuals to an organization, as well as the organization’s need to create an environment in which one would be willing to stay (Harris,
2000).Organizations will need to either create an intellectual capital environment where the transmiion of knowledge takes place throughout the structure, or continue to lose important individual knowledge that has been developed through the length of service.This deep knowledge is what many believe will help to meet the needs and expectations of the customers and to create and sustain a competitive advantage within the global economy in which organizations are competing in today.
Author： Sunil Ramlall
Nationnality：America
Originate from：The Journal of American Academy of Busine，September 2004,P52-59
