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最近有个英语演讲比赛！！然后题目翻译过来我这个渣渣都没看懂！All men cann't be first 还求吧里大神解下题啊！嘤嘤~~~比较急呀。。
盗墓笔记游戏出来了，你们都玩了么？
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扫描下载二维码求英语学霸帮忙！！_百度知道　　为表诚意，马甲都不穿直接大号上阵了。　　帮朋友求助的，有关毕业论文的那点事。她导师布置了一篇英语论文要她译成中文交上去，而她家里出了点急事在处理未来一个星期内都无法上网翻查资料亲译，之前拜托帮忙的朋友也放了鸽子，反正最后就是各种找不到人帮忙。。。　　而我又是个四级都没过的英语学渣渣，有心而无力。但作为一个常年厮混天涯的天涯er,果断求助我大涯叔啊~~　　Soso，如题，求英语学霸的天涯er们帮忙翻下这篇文章，嫌工程量大的话可以每个同学翻译一段（重点！！！！！！！），然后我自己整合。 　　苍茫的天涯是我的爱~让我看到你们的涯友爱呀~T.T
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　　文章在这里！！！！ 看过来筒子们！　　How to motivate problem employees　　· 　　Author(s):　　Desmond Daly (Department of Management, School of Business Administration and Economics, California State University, California, USA)　　Brian H. Kleiner (Department of Management, School of Business Administration and Economics, California State University, California, USA)　　Citation:　　Desmond Daly, Brian H. Kleiner, (1995) "How to motivate problem employees", Work Study, Vol. 44 Iss: 2, pp.5 - 7　　Abstract:　　The first step in dealing with a problem employee for a supervisor is to ask the question “Is there really a problem employee or does the problem lie with me?” Examples of this can include a supervisor who is intimidated by an employee because that person is more capable. Also a person may seem untouchable since they may be from a minority or have long seniority with the company. Additional reasons can include a supervisor who feels sorry for the employee or has a friendship with that person resulting in that employeebeing treated differently and encouraging problem behaviour. Other employees′ behaviour will also be impacted on since they see this different treatment and may grow to resent it – thus affecting their workperformance.　　Keywords:　　Employees, Management techniques, Motivation, Troubled?employees　　Article　　Problem managers　　The first step in dealing with a problem employee for a supervisor is to ask the question “Is there really a problem employee or does the problem lie with me?” Examples of this can include a supervisor who is intimidated by an employee because that person is more capable. Also a person may seem untouchable since they may be from a minority or have long seniority with the company. Additional reasons can include a supervisor who feels sorry for the employee or has a friendship with that person resulting in that employee being treated differently and encouraging problem behaviour. Other employees′ behaviour will also be impacted on since they see this different treatment and may grow to resent it – thus affecting their work performance.　　Managers must always remember that they are responsible for a subordinate′s performance. Before pinning blame on the employee they must ask themselves what they may be doing that may contribute to the employee′s poor performance.　　A final issue for managers to understand is that all people do not see the world in the same way and that they should attempt to look at it from their employees′ point of view.　　Recognizing the problem employee　　A problem employee needs to be identified as soon as possible, so that the corrective action can be taken immediately when problems are still minor. “The problem employee is irritating, frustrating, and embarrassing to his manager”[1, p.3 ]. A manager who ignores the problem employee will possibly overreact when he finally takes action, because the situation is no longer avoidable.　　Some common types of problem employees to look for are:　　People who do not show up for work and cheat on their time – the time wasters, the bathroom hiders, the lunch lizards. People with bad attitudes – the backstabbers, wedge drivers and busybodies who undermine the boss[2].　　These people can also be listed as “the sniper, the complainer, the exploder, the know‐it‐all, and the passive”[ 3]. Regardless of which list you use, or what you call these people, their behaviour must be addressed as soon as possible in order to minimize their negative effect on others and the organization.
　　Expectancy theory　　One of the best theories to motivate all employees is expectancy theory. The theory basically states that “an individual has the highest motivation to put forth the greatest effort if he or she believes the effort will lead to good performance, and the good performance will lead to preferred outcomes”[4]. In the case of problem employees they have a negative expectancy or doubt that effort will lead to performance or that performance will lead to outcomes. Also, problem employees may not like or want the outcomes associated with performance.　　The nine Cs as proposed by Walter Newsom, a professor at Mississippi State University, are a useful way of using the expectancy theory in a practical manner. These nine Cs are questions that a supervisor should ask when a problem employee is detected:　　·? Capability: “Does the employee have the capability to perform the job well?”[4]. Too often managers assume that people have the capability to do the job assigned to them and leave them alone. New employees, especially, need to be watched carefully, to ensure that they are not floundering, because they are new to the task. An active role by the supervisor will build the capability of the new hire until the supervisor can take a more passive role. If this active role is not taken, a new employee may quickly become a problem employee and take up much more of the supervisor′s time later in corrective action.　　·Confidence: “Does the employee believe he or she can perform the job well?”[4] Confidence is the perception one has of their ability and directly affects capability. Managers sometimes assume that ,because a subordinate knows how to perform a job, they can do it when they may not have the confidence to do it. Managers can avoid this problem by expressing confidence in the subordinate, which will eliminate the passive employee.　　·Challenge: “Does the employee have to work hard to perform the job well?”[4] Jobs that are so easy for the employee that they can do them in their sleep usually result in employees working as if they are asleep. Problem employees must be made to take responsibility for their work and expand the meaning of their work with job enrichment. In production lines, which have traditionally little challenge) quality circles make employees responsible for the quality of their work, which in turn lets them be treated as responsible adults. Managers should be aware that individuals perform best when they have the capability as well as the confidence to do the job, and they′re challenged”[ 4]. In other words a manager should make sure that any problem employee has the right balance between capability and confidence with challenge in their job, and correct the mix where necessary.　　·Criteria: “Does the employee know the difference between good and bad performance?”[4 ]. A common misconception by managers is that they assume that the difference is obvious. In numerous cases people are fired for bad performance when they feel they have been performing satisfactorily. A simple method to solve this problem “is for the manager and employee each to list four or five major responsibilities of the employee′s job according to importance. Compare the two lists. This can reveal major discrepancies in their understanding of job responsibilities, as well as daily reality in the office of which a manager might be unaware”[5]. When an employee is new or is a problem, it is critical that positive performance be commended and negative performance be specifically addressed in a constructive manner. “Some managers dislike saying anything critical. They hope subordinates figure it out for themselves and change. Effective managers don′t hope – they act”[4].　　·Credibility:“Does an employee believe the manager will deliver on promises?”[4]. The most effective managers are those who deliver on their promises, no matter how small a promise and to whom they gave it. However, many managers forget what they said, or were lying for convenience.　　Problem employees often arise because they were promised rises, bonuses or
promotion for good performance and the manager does not come through. A manager must first obtain approval for any promise he may give outside his authority, so that the promise can be acted on.　　Conversely, threats which a manager may make need to be followed through to preserve credibility. Any threats that a manager makes need to f otherwise they lack force and authority. Problem employees need to believe in the promises (threats) made to t otherwise they will not take that manager seriously. New managers who take over problem employees need to take scrupulous care that all promises and threats are fulfilled to the letter, since even a minor deviation will be seen as a weakness.　　Consistency:“Do subordinates believe that all individuals receive similar preferred outcomes for good performance and similar less preferred outcomes for poor performance?”[ 4]. Many managers treat all employees the same (usually badly) and think that this is consistency. Rather, it means that the good performers are treated equally better and bad performers treated equally negatively at the same level.
　　· 　　A problem employee can result from mixed signals being sent by a manager. For example, one employee who is constantly late may never be reprimanded while another might be disciplined for being one minute late.　　? Compensation:“Do the outcomes associated with good performance reward the individual?”[4 ]. Many managers make the mistake of thinking that money is the only compensation and forget that employees also look to nonmonetary rewards for their good performance. “Recognition and praise on the job are so important that one in four workers surveyed by Motivational Systems of West Orange, New Jersey, said they would leave their current jobs to work – at the same salary and benefits – for another company with a reputation for giving special notice and appreciation”[6].　　The most overlooked source of compensation for an employee is a simple “Thank you”. Many bosses believe that their pay is enough compensation to keep employees happy and that same – uniform per cent across the board rises will continue to keep employees happy. Many managers have no control over the monetary rewards and so wash their hands of any responsibility to be involved in the compensation of employees without examining alternatives such as recognition programmes.　　·? Cost: “What does it cost an individual, in effort and outcomes forgone, to perform well?”[4 ]. Some managers assign projects to employees without taking into account that employee′s life outside the company. For example, giving a task that takes many evenings and weekends or an employee going to MBA school. That employee will become a problem employee simply because he cannot devote the time necessary to school and work.　　·Communication: “Does the manager communicate with the subordinate?”[4]. This is the most critical element in the nine Cs since none would work without it. Many supervisors believe that communication means talking at an employee, when in reality it also means listening to the employee. Most problem employees have very little communication. Thus, communication, using the nine Cs, is the main way for a supervisor to turn a problem employee around. The nine Cs can be used by a manager as a diagnostic tool in understanding employee motivation.
　　Performance appraisals are an excellent way for a manager and a problem employee to communicate as long as the following guidelines are observed:　　·? Develop clear, understandable, measurable objectives for each position.　　·Make performance appraisal a year‐
ound way of life.　　·Link the process to positive development planning.　　·Educate appraisers about performance purposes and practices[ 7].　　Effective performance appraisals can bridge the communication breakdown that often leads to problem employees. A well designed appraisal system can communicate the organization′s objectives and motivate employees.　　Conclusion　　The nine Cs are an easy to understand tool for using expectancy theory in dealing with a problem employee who needs to be motivated. Like any tool it needs to be modified to meet the needs and circumstances of the manager and the problem employee. Expectancy theory is only one of many theories that a manager should be familiar with when supervising employees. It should, however, be stressed that the theory should be used in a proactive and not a reactive manner and before an employee becomes a problem employee.
　　淘宝花钱吧，在这里估计找不到吧，这也太长啦　　
　　以上就是全文了。QAQ
　　不求全翻，只求翻译一小段几小段。然后我自己整合。。
　　翻译专业路过→_→最讨厌的事就是翻译，没有之一→_→　　
　　淘宝花钱可以找到吧　　
　　@Yukii桑
13:42:42　　翻译专业路过→_→最讨厌的事就是翻译，没有之一→_→　　-----------------------------　　QAQ
　　@汤圆你吃嘛
13:43:42　　淘宝花钱可以找到吧　　-----------------------------　　是吗。好的，我去瞅瞅。。
　　@光彩第R街
13:41:27　　淘宝花钱吧，在这里估计找不到吧，这也太长啦　　-----------------------------　　脑袋duang了，发帖的时候没想到，谢谢筒子的建议。。正在淘宝寻找店铺。
　　@刺猬小姐q秦颜安
13:47:21.0　　脑袋duang了，发帖的时候没想到，谢谢筒子的建议。。正在淘宝寻找店铺。　　—————————————　　作为英语专业的我们根本不爱做翻译啊…所以还是找淘宝省事　　
　　两千多字，可能得花三百块左右啊，你要找不到人给你翻，联系我，我知道一家翻译公司，翻得速度很快，因为我从上面翻译过。
　　@总有小民想害朕
13:55:50　　两千多字，可能得花三百块左右啊，你要找不到人给你翻，联系我，我知道一家翻译公司，翻得速度很快，因为我从上面翻译过。　　-----------------------------　　求私信~
　　@总有小民想害朕
13:55:50　　两千多字，可能得花三百块左右啊，你要找不到人给你翻，联系我，我知道一家翻译公司，翻得速度很快，因为我从上面翻译过。　　-----------------------------　　@刺猬小姐q秦颜安
13:57:42　　求私信~　　-----------------------------　　你不要是闹着玩的哦，你要是没有翻译需求，我这边很难做的，人家公司会说我提供虚假信息。
　　@光彩第R街
13:51:39　　@刺猬小姐q秦颜安
13:47:21.0　　脑袋duang了，发帖的时候没想到，谢谢筒子的建议。。正在淘宝寻找店铺。　　—————————————　　作为英语专业的我们根本不爱做翻译啊…所以还是找淘宝省事　　-----------------------------　　T.T 淘宝找了下。算了下价钱。这篇译完大概两三百。钱包君在哭泣啊。。。我还是找翻译器自己试着拼拼。到时可不可以请你帮我调整下语序之类的。。
　　@总有小民想害朕
13:55:50　　两千多字，可能得花三百块左右啊，你要找不到人给你翻，联系我，我知道一家翻译公司，翻得速度很快，因为我从上面翻译过。　　-----------------------------　　@刺猬小姐q秦颜安
13:57:42　　求私信~　　-----------------------------　　@总有小民想害朕
14:03:44　　你不要是闹着玩的哦，你要是没有翻译需求，我这边很难做的，人家公司会说我提供虚假信息。　　-----------------------------　　噢噢。好吧。我以为你是说靠谱的淘宝店铺。所以说求个私信我去看看。。。那不用联系了。我决定自己试试翻译器拼凑。三百块钱对于我们来说还是略心疼，毕竟也不是大论文只是导师布置的作业而已。。谢谢你啦~
　　@总有小民想害朕
13:55:50　　两千多字，可能得花三百块左右啊，你要找不到人给你翻，联系我，我知道一家翻译公司，翻得速度很快，因为我从上面翻译过。　　-----------------------------　　@刺猬小姐q秦颜安
13:57:42　　求私信~　　-----------------------------　　@总有小民想害朕
14:03:44　　你不要是闹着玩的哦，你要是没有翻译需求，我这边很难做的，人家公司会说我提供虚假信息。　　-----------------------------　　@刺猬小姐q秦颜安
14:06:10　　噢噢。好吧。我以为你是说靠谱的淘宝店铺。所以说求个私信我去看看。。。那不用联系了。我决定自己试试翻译器拼凑。三百块钱对于我们来说还是略心疼，毕竟也不是大论文只是导师布置的作业而已。。谢谢你啦~　　-----------------------------　　额，淘宝店铺会比翻译公司正规？翻译公司会给你报价的，不过你要是不需要就算了。
　　都没有空格的啊！！！？？　　
　　@等待天晴守护希望
14:09:11　　都没有空格的啊！！！？？　　-----------------------------　　有啊。我空格了啊。QAQ 筒子你要试试手吗。。不求多。帮我翻译一两段就好了。
　　闲的无聊要不帮忙翻翻？　　
　　@咂屁天王
14:23:03　　闲的无聊要不帮忙翻翻？　　-----------------------------　　QAQ 太好了。等的就是筒子你这样的小天使了。翻完以后你胸前的红领巾会更鲜艳哟~　　整篇工程量太大，只求你帮我翻译几段就好。(゜▽＾*))
　　@刺猬小姐q秦颜安
14:26:36.0　　QAQ 太好了。等的就是筒子你这样的小天使了。翻完以后你胸前的红领巾会更鲜艳哟~ 　　整篇工程量太大，只求你帮我翻译几段就好。(゜▽＾*))　　—————————————　　没事啦，就是我不会私信，你把微信或者扣扣私我？　　
　　　　这。。。翻译器翻的是个什么鬼啦！！。。。虽然我英语战五渣，但也还没有屈辱到觉得这种翻译也能用的地步啊。。。　　T.T 继续求学霸们的涯友爱，每人翻译一小段，合起来就是我的一整篇。　　为什么不用淘宝花钱翻，因为苦逼学生党看看卡里的余额已哭晕在厕所了。。。
　　@咂屁天王
14:31:27　　@刺猬小姐q秦颜安
14:26:36.0　　QAQ 太好了。等的就是筒子你这样的小天使了。翻完以后你胸前的红领巾会更鲜艳哟~　　整篇工程量太大，只求你帮我翻译几段就好。(゜▽＾*))　　—————————————　　没事啦，就是我不会私信，你把微信或者扣扣私我？　　-----------------------------　　已私。
　　T.T 小天使们你们在哪里
　　@刺猬小姐q秦颜安
14:13:00　　@等待天晴守护希望4:09:11　　都没有空格的啊！！！？？　　-----------------------------　　有啊。我空格了啊。QAQ筒子你要试试手吗。。不求多。帮我翻译一两段就好了。　　—————————————————　　我手机上看的所有字母都挤一堆，没有空格，看了头晕　　
　　@刺猬小姐q秦颜安
14:13:00　　@等待天晴守护希望2015-05-
　　都没有空格的啊！！！？？　　-----------------------------　　@等待天晴守护希望
15:03:24　　有啊。我空格了啊。QAQ筒子你要试试手吗。。不求多。帮我翻译一两段就好了。　　—————————————————　　我手机上看的所有字母都挤一堆，没有空格，看了头晕　　-----------------------------　　我私信你？真心实意求帮助。QAQ
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