Paper代寫范文：Employee Retention Strategies in Insurance Sector
Paper代寫范文-保險行業的員工保留策略。本文是一篇留學生paper寫作格式范文，主要內容是講述企業削減成本的壓力越來越大，導致頻繁裁員，員工忠誠度降低，缺乏工作保障，人才爭奪競爭加劇等等，這只是吸引和留住人才的過程比以往任何時候都更加繁重的幾個原因。Paper范文中提出隨著組織中不同級別的高素質勞動力提高了技能和工作從一家公司跳槽到另一家公司，管理人員似乎感受到了應對異常高的流失率的壓力。經理或主管的主要職責之一是通過員工完成工作。此外，當我們說工作時，它不僅是基本的最低限度的工作，而且是當員工有高度的成功動機，在工作中表現出色，并繼續致力于組織時所完成的任務。Paper范文認為管理者和主管們確實發現，要讓領導滿意，不想換工作是極其困難的。
Increasing pressures on the corporates to cut the costs, resulting in frequent layoffs and downsizing, diminishing employee loyalty, absence of job security and increasing competition in the hunt for talent etc. are just a few reasons why the process of attracting and retaining talent has become an onerous task more than ever before. As the highly talented workforce in organizations, across various levels, enhances skills and job-hop from one company to another, managers seem to be feeling the heat in countering abnormally high attrition rates. One of the key responsibilities of a manager or supervisor is to get the work done through the employees. Moreover, when we say work, it is not just the basic minimum work to get by, but also those tasks that are accomplished when the employees are highly motivated to succeed, excel in their work, and continue to be committed to the organization. Managers and supervisors indeed find it extremely difficult in keeping their star performers satisfied and not wanting to shift their jobs.
Employee retention is important in almost all the cases. It is senseless to allow good people to leave your organization because when they leave, they take away with them the intellectual property, relationships, investments (in both time and money), an occasional employee, or two, and a chunk of the organization’s future. Employee Retention Strategies helps organizations provide effective employee communication to improve commitment and enhance workforce support for key corporate initiatives.
在幾乎所有情況下，留住員工都很重要。讓優秀的人離開你的組織是毫無意義的，因為當他們離開時，他們帶走了知識產權、關系、投資（時間和金錢）、一個或兩個臨時雇員，以及組織未來的一大塊。員工保留策略有助于組織提供有效的員工溝通，以提高承諾，增強員工對關鍵企業計劃的支持。
The insurance sector in India is rising rapidly to bring in growth and employment opportunities. Insurance companies are basically human intensive, and human resources act as an undoubted differentiator. Quality manpower and its retention would act as a
印度保險業正在迅速崛起，以帶來增長和就業機會。保險公司基本上是人力密集型的，人力資源無疑是一個與眾不同的因素。優質人力及其保留將作為
Turnover of sales force has been high because of low entry and exit barriers. The paper addresses issues of recruitment, retention, and turnover of sales force in insurance companies. An attempt is made to integrate them to Maslow’s Need Hierarchy. A survey was conducted among 350 employees who worked in or had left insurance companies to analyze factors that in???uenced their decisions and job satisfaction. The data were treated with factor analysis. Factors such as Safety & Security, Social & Esteem, and Personal Work Style emerged as the in???uencers to join insurance companies. Primary Needs and Social & Self Esteem Needs were the factors associated with job satisfaction; Stress, Career Advancement, and Work Environment emerged as factors for leaving the companies.
由于進入和退出壁壘低，銷售人員的流動率一直很高。本文討論了保險公司銷售人員的招聘、保留和更替問題。試圖將它們整合到馬斯洛的需求層次結構中。對350名在保險公司工作或離開保險公司的員工進行了調查，以分析影響他們決策和工作滿意度的因素。數據進行因子分析。諸如安全保障、社交禮儀和個人工作風格等因素成為加入保險公司的影響因素。主要需求和社交自尊需求是與工作滿意度相關的因素；壓力、職業發展和工作環境成為離開公司的因素。
INTRODUCTION 簡介
Intense competition and globalization of businesses has put mounting pressure on organizations to deliver more and better than before. Organizations need to develop and deploy human resources that can articulate the vision of the organization and make teams with the synergy to perform at much higher levels.
激烈的競爭和業務的全球化給組織帶來了越來越大的壓力，要求它們提供比以前更多更好的服務。組織需要開發和部署人力資源，以明確組織的愿景，并使具有協同作用的團隊在更高級別上發揮作用。
Human resource management (HRM) is a strategic and coherent approach to the management of an organization’s most valued assets i.e. the people working there, who individually and collectively, contribute to the achievement of the objectives of the business. Human Resource management is evolving rapidly. The terms “human resource management” and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in the organizations. Human resource management is a business practice as well as an academic theory that addresses the practical and theoretical techniques of managing the workforce of an organization.
人力資源管理（HRM）是管理組織最有價值資產的一種戰略性和連貫性方法，即在那里工作的人員，他們個人和集體為實現企業目標作出貢獻。人力資源管理正在迅速發展。術語“人力資源管理”和“人力資源”（HR）在很大程度上取代了術語“人事管理”，作為對組織中人員管理過程的描述。人力資源管理是一種商業實踐，也是一種學術理論，它涉及管理組織勞動力的實踐和理論技術。
The Human Resources Management (HRM) function includes a variety of activities, and the most important among them is to decide what are the staffing needs of the organization and the ways to fill these needs i.e. whether to hire employees or use independent contractors to hire employees to fill these needs, to recruit and train the best employees, to ensure that they are high performers, to deal with performance issues, and to ensure the organization’s personnel and management practices conform to various regulations. Managing the organization’s approach to employee records, employee compensation and benefits, and personnel policies are also the included activities. The small businesses whether for-profit or nonprofit ones usually have to carry out these activities themselves because they cannot yet afford part- or full-time help. However, it must be ensured by them that the employees are aware of the personnel policies, which confirm to current regulations.
人力資源管理（HRM）職能包括各種活動，其中最重要的是決定組織的人員配置需求以及滿足這些需求的方法，即是否雇傭員工或使用獨立承包商雇傭員工來滿足這些需求，招聘和培訓最優秀的員工，以確保他們表現出色，處理績效問題，并確保組織的人員和管理實踐符合各種規定。管理組織對員工記錄、員工薪酬和福利以及人事政策的方法也是包括在內的活動。小型企業，無論是營利性的還是非營利的，通常都必須自己開展這些活動，因為他們還負擔不起部分或全職的幫助。然而，他們必須確保員工了解符合現行法規的人事政策。
The HRM function and HRD profession have undergone tremendous changes over the past 20-30 years. Many years ago, large organizations looked to the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the “HR Department” as playing a major role in staffing, training, and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner.
在過去的20-30年里，人力資源管理職能和人力資源開發行業發生了巨大的變化。許多年前，大型組織指望“人事部”來管理有關招聘和支付人員的文書工作。最近，組織認為“人力資源部”在人員配置、培訓和幫助管理人員方面發揮著重要作用，從而使人員和組織以高度滿足的方式發揮最大能力。
Human resource builds and drives the knowledge assets of an organization, the value of which has been established to be many times more than the tangibles. In the present scenario, it is becoming important for organizations to focus on finding, developing, and retaining talented employees. This paper aims to enhance understanding of the phenomenon of high employee turnover in the insurance industry and factors that lead to job satisfaction of employees. Researchers have also made an attempt to integrate Maslow’s Needs Hierarchy to the underlying in???uencers for the sales force of insurance companies to join or leave the organization. The findings may be helpful for the companies to improve retention levels.
人力資源構建并驅動組織的知識資產，其價值已被確定為有形資產的數倍。在目前的情況下，組織將重點放在尋找、培養和留住人才上變得越來越重要。本文旨在加深對保險行業員工流動率高的現象以及導致員工工作滿意度的因素的理解。研究人員還嘗試將馬斯洛的需求層次整合到保險公司銷售人員加入或退出組織的潛在影響因素中。這些發現可能有助于公司提高留用率。
OBJECTIVES:目標
Employee turnover is a larger problem currently faced by insurance companies, as a major part of their revenue is lost. Analyzing the causes of employee turnover is imperative for insurance companies. An exploratory survey is designed, keeping in mind following objectives:
員工流動是保險公司目前面臨的一個更大的問題，因為他們的大部分收入都損失了。對保險公司來說，分析員工流失的原因勢在必行。設計了一項探索性調查，并牢記以下目標：
To identify the factors which influence the decision to join the Insurance Industry.確定影響加入保險業決策的因素
To analyze the factors which play a major role in job satisfaction.分析影響工作滿意度的主要因素
To identify the factors which influence the high attrition rate.確定影響高消耗率的因素
To study and formulate the strategies for employee retention.研究并制定留住員工的策略
EMPLOYEE RETENTION OVERVIEW:員工保留概述：
By looking in a dictionary, we are given that the word “retention” has synonyms like preservation, maintenance, withholding, and custody. Not just the meaning, the concept has different perceptions for the employees and organizations. Effective employee retention is a systematic effort by employers to create and foster an environment that encourages current employees to remain employed by having policies and practices in place that address their diverse needs. A strong retention strategy becomes a powerful recruitment tool.
通過查字典，我們得知“保留”一詞有同義詞，如保存、維護、扣留和保管。不僅僅是含義，這個概念對員工和組織有不同的看法。有效留住員工是雇主通過制定政策和實踐來滿足員工不同需求，從而創造和培育鼓勵現有員工繼續就業的環境的系統性努力。強大的人才保留戰略成為強大的招聘工具。
Retention of key employees is critical to the long-term health and success of any organization. It is a known fact that retaining your best employees ensures customer satisfaction, increased product sales, satisfied colleagues, and reporting staff, effective succession planning and deeply embedded organizational knowledge and learning.
留住關鍵員工對任何組織的長期健康和成功都至關重要。眾所周知，留住最好的員工可以確保客戶滿意度、增加產品銷售、滿意的同事和報告人員、有效的繼任計劃以及深入的組織知識和學習。
Why are we concerned about employee retention now, when we also are talking about a reduced state workforce? The reality of hiring freezes and possibly even layoffs during economic slowdowns means it is critical to focus on retaining and enabling our remaining people to reach peak performance. Lean organizations depend heavily on the performance and quality of current employees. Current employees have specialized, institutional knowledge.
當我們也在談論減少州勞動力時，為什么我們現在擔心員工保留？在經濟放緩期間，招聘凍結甚至可能裁員的現實意味著，關鍵是要留住并使我們剩余的員工達到最佳績效。精益組織在很大程度上依賴于現有員工的績效和質量。現有員工具有專業的機構知識。
Employee retention matters as organizational issues such as training time and investment; lost knowledge; insecure employees and a costly candidate search are involved. Hence, the failure to retain an important employee is a costly affair for an organization. The importance of retaining the best talent in the organization is usually realized by intelligent employers.
員工保留問題，如培訓時間和投資等組織問題；失去知識；這涉及到缺乏安全感的員工和昂貴的候選人搜索。因此，未能留住重要員工對組織來說是一件代價高昂的事情。聰明的雇主通常意識到留住組織中最好人才的重要性。
INDIAN INSURANCE SECTOR AT A GLANCE 印度保險行業概覽
The insurance sector in India is one of the booming sectors of the economy and is growing at the rate of 15-20% per annum. Together with banking services, it contributes to about 7% of the country’s GDP. The sector has completed a full circle in India from being an open competitive market to nationalization, and back to a liberalized market again. The government of India liberalized the insurance sector in March 2000, lifting all entry restrictions for private players and allowing foreign players to enter the market with some limits on direct foreign ownership. Under the current guidelines, there is a 26% equity cap for foreign partners in an insurance company. There is a proposal to increase this limit to 49%. With several reforms and policy regulations, the Indian Insurance Sector has witnessed tremendous growth in the recent past. According to a report by the Associated Chambers of Commerce and Industry of India (Assocham), a growth of over 200% is likely to be seen in Indian insurance business by 2009-10, in which private insurance business would grow at 140% in view of aggressive marketing techniques. Insurance companies in India are growing vertically and horizontally bringing growth and new employment opportunities. Even after having so many private players in the insurance sector, still the largest company is the government owned, Life Insurance Corporation of India.
印度保險業是蓬勃發展的經濟部門之一，正以每年15-20%的速度增長。加上銀行服務，它約占該國GDP的7%。該行業在印度完成了一個完整的循環，從開放競爭市場到國有化，再回到自由化市場。2000年3月，印度政府放開了保險業，取消了對私營企業的所有準入限制，允許外國企業進入市場，但對外國直接所有權有一些限制。根據目前的指導方針，保險公司的外國合伙人的股本上限為26%。有人提議將這一限制提高到49%。通過幾項改革和政策法規，印度保險業在最近幾年取得了巨大的增長。根據印度工商聯合會的一份報告，到2009-10年，印度保險業務可能會增長200%以上，其中，鑒于積極的營銷技術，私人保險業務將增長140%。印度的保險公司正在縱向和橫向增長，帶來了增長和新的就業機會。即使在保險行業擁有如此多的私營企業之后，最大的公司仍然是政府所有的印度人壽保險公司。
Insurance sector is an intensively people-oriented business and human resources will be the undoubted differentiator. The quality of work force attracted and retained by insurers and how their abilities and ambitions are harnessed would be the litmus test for the industry.
保險業是一個高度以人為本的行業，人力資源無疑是其區別所在。保險公司吸引和留住的勞動力的質量，以及他們的能力和雄心如何得到利用，將是對該行業的試金石。
Traditionally, a large number of insurance agents, who work on a commission basis, manage the insurance business. The turnover of insurance agents has usually been high in this business. The insurance sector faces high rates of employee turnover. The highest employee turnover is at the financial advisors’ (agent) level, where the entry barriers are low but targets and work pressures are very high.
傳統上，大量以傭金為基礎的保險代理人管理保險業務。在這項業務中，保險代理人的營業額通常很高。保險業面臨著較高的員工流動率。員工流動率最高的是財務顧問（代理）級別，該級別的進入門檻較低，但目標和工作壓力非常高。
The insurance companies in India are:印度的保險公司有
Bajaj Allianz Life Insurance Company Limited
Birla Sun Life Insurance Co. Ltd
HDFC Standard life Insurance Co. Ltd
ICICI Prudential Life Insurance Co. Ltd.
ING Vysya Life Insurance Company Ltd.
Life Insurance Corporation of India
Max New York Life Insurance Co. Ltd
Met Life India Insurance Company Ltd.
Kotak Mahindra Old Mutual Life Insurance Limited
SBI Life Insurance Co. Ltd
Tata AIG Life Insurance Company Limited
Reliance Life Insurance Company Limited.
Aviva Life Insurance Co. India Pvt. Ltd.
Shriram Life Insurance Co, Ltd.
Sahara India Life Insurance
Bharti AXA Life Insurance
Future Generali Life Insurance
IDBI Fortis Life Insurance
Canara HSBC Oriental Bank of Commerce Life Insurance
Religare Life Insurance
DLF Pramerica Life Insurance
Star Union Dai-ichi Life Insurance
Agriculture Insurance Company of India
Apollo DKV Insurance
Cholamandalam MS General Insurance
HDFC Ergo General Insurance Company
ICICI Lombard General Insurance
IFFCO Tokio General Insurance
National Insurance Company Ltd
New India Assurance
Oriental Insurance Company
Reliance General Insurance
Royal Sundaram Alliance Insurance
Shriram General Insurance Company Limited
Tata AIG General Insurance
United India Insurance
Universal Sompo General Insurance Co. Ltd
VIEWS OF RECRUITERS IN INDIAN INSURANCE COMPANIES 印度保險公司招聘人員的觀點
The attrition rate is about 35% in the first year of recruitment. This goes down to about 18% by the fourth year. Most of those who drop out are non-performers, as told by the Executive Director of the Kotak Mahindra Mutual Life Insurance Company; he attributes it to the high expectations on the part of the agents. Most people think that they can make a lot of money in a short span of time. It is a high-pressure job. Sustenance requires constant networking and acquiring new relationships that requires a lot of discipline. MD Kotak Life Insurance opines that it is a sunrise industry, many people just want to join the race, but cannot retain the enthusiasm till the end of a year. The attrition rate in the industry is pitched between 14% and 38% at this rate; it will soon rival the 50 per cent churn rate of the ITs-BPO sector. Country Manager, Tata AIG, argues that the industry today is more at an attraction stage; insurers are also attracting a lot of talent from banking, Fast Moving Consumer Goods, BPO-IT industries. Head (hr and Admin, HDFC Standard Life Insurance) stated that attrition rates are at 14% in the industry. Companies have to go beyond building a brand to offer the agents careers and let them grow with the market. While retaining employees may be a problem, attracting fresh talent is still relatively easy. The slowdown in the Fast Moving Consumer Goods and Consumer Durables sector and people trained by direct marketing companies like Amway and Orflamme, too find a way into selling insurance. Head (hr ICICI Prudential Life Insurance) opines that companies cannot hold on to people, especially among frontline sales force, and this will rise as the market matures, since people are actually experiencing large amount of money coming in. Managing director and CEO (Prudential Life Insurance), the hr challenge is being addressed by offering employees learning and growth opportunities. The company offers opportunities for cross-functional learning, skills and talent development, thereby expanding one’s job profile. Further, employees also develop a sense of belongingness with the company. Recruiters explain that high employee turnover rates significantly increase the investments that are made in the employees. The problem of losing funds in employee acquisition is prominent. Companies invest significant amounts of money and time in training in the initial phase; but these investments do not always get converted into actual profits. In the case of the insurance industry, each agent level recruitment costs a company nearly Rs.5000, other associated costs of training and administrative service are also involved. Each agent works in a non-productive or partly productive mode in the organization for nearly the first 2-3 months. An employee leaving the organization within the first 6 months is a bad investment for the company. While most insurers were not willing to share the number of staff members they lost to competitors and other sectors in recent times, industry sources indicate that newer companies like Reliance, Bharti Axa, IDBI Fortis, Pantaloons-Generali and others have been active in fresh recruitment of officials from established companies like ICICI Prudential Life, Birla Sun Life, HDFC Standard Life.
招聘第一年的流失率約為35%。到第四年，這一比例下降到約18%。正如Kotak Mahindra Mutual Life Insurance Company執行董事所說，大多數輟學者都是表現不佳的人；他把這歸因于經紀人的高期望。大多數人認為他們可以在短時間內賺很多錢。這是一項壓力很大的工作。維持生計需要持續的人際關系網和建立新的關系，這需要很多紀律。科塔克人壽保險公司總經理認為，這是一個朝陽產業，許多人只是想參加比賽，但無法保持到年底的熱情。該行業的流失率在14%到38%之間；它很快將與it業務流程外包部門50%的流失率相匹敵。塔塔美國國際集團（Tata AIG）國家經理辯稱，該行業目前更處于吸引人的階段；保險公司還從銀行、快速消費品、BPO-IT行業吸引了大量人才。HDFC Standard Life Insurance負責人（人力資源和行政）表示，該行業的流失率為14%。公司必須超越建立品牌，為代理商提供職業生涯，讓他們與市場一起成長。雖然留住員工可能是個問題，但吸引新人才仍然相對容易。快速消費品和耐用消費品行業的放緩以及安利和Orflamme等直銷公司培訓的人員也找到了銷售保險的方法。ICICI Prudential Life Insurance負責人認為，公司無法留住人，尤其是一線銷售人員，隨著市場的成熟，這種情況會上升，因為人們實際上正在經歷大量資金流入。保誠人壽保險公司董事總經理兼首席執行官，通過為員工提供學習和成長機會來應對人力資源挑戰。該公司提供跨職能學習、技能和人才發展的機會，從而擴大個人的工作范圍。此外，員工還培養了對公司的歸屬感。招聘人員解釋說，高員工流動率大大增加了對員工的投資。員工招聘中的資金損失問題十分突出。公司在初始階段投入大量資金和時間進行培訓；但這些投資并不總是能轉化為實際利潤。就保險行業而言，每個代理級別的招聘成本接近5000盧比，還涉及培訓和行政服務的其他相關成本。在組織中，每個代理在近前2-3個月都以非生產或部分生產模式工作。員工在頭6個月內離開公司對公司來說是一項糟糕的投資。雖然大多數保險公司都不愿意分享最近被競爭對手和其他行業流失的員工數量，但業內消息人士表示，信實保險、Bharti Axa、IDBI Fortis、Pantaloons Generali等新成立的公司一直在積極招聘ICICI Prudential Life、Birla Sun Life、HDFC Standard Life等老牌公司的高管。
LITERATURE REVIEW 文獻綜述
Researchers have done a literature review on the issues related to the reasons for and consequences of the employee loss and how the management may deal with turnover in various industries, in order to have a fair understanding of the strategies that can be adopted by the Insurance companies.
研究人員對與員工流失的原因和后果相關的問題以及管理層如何處理各個行業的人員流動問題進行了文獻綜述，以便公平理解保險公司可以采取的策略。
William J Rothwell (May 2008) in his article, “Motivating for Retention” refers to motivation as a topic of perennial interest. As organizational leaders begin a “war for talent,” they need to consider new ways to motivate people to stay. Since much research indicates that people often make decisions to leave because of their supervisors’ treatment with them, it only makes sense to consider ways of improving managers’ treatment of workers and this article focuses on that particular issue. While many theories of motivation have been proposed, many managers today are looking for ways to retain their most talented people. One way to do that is to focus attention on how a manager treats the workers. This article also offers some thoughts on what behaviors to examine for improvement and has provided two instruments that may be helpful in doing that.
William J Rothwell在他的文章“激勵留住”中提到激勵是一個長期關注的話題。隨著組織領導者開始“人才之戰”，他們需要考慮新的方式來激勵員工留下來。由于許多研究表明，人們往往因為上司的待遇而決定離開，因此只有考慮如何改善管理者對員工的待遇才有意義，本文重點關注這一特定問題。雖然提出了許多激勵理論，但如今許多管理者都在尋找留住最優秀人才的方法。這樣做的一個方法是關注經理如何對待員工。本文還提供了一些關于需要檢查哪些行為以進行改進的想法，并提供了兩種可能有助于改進的工具。
Dongho Kim (2006) in his article “Employee Motivation: “Just Ask Your Employees”” says that the imperative need of discovering, comprehending and implementing employee motivation has been a principal concern for organizations, managers and even first line supervisors, as employee motivation has been and will be the deciding factor in work performance as well as the success or failure of an organization. The purpose of this paper is to re-emphasize and analyze the necessary components of employee motivation so that the contemporary managers, especially those who are inexperienced, can enhance their knowledge and understanding of employee motivation. If a company knows as to why its employees come to work on time, stay with the company for their full working lives, and are productive, then the company may be able to ensure that all of their employees behave that way. The priorities of employee motivational factors change over time, and there is more than one reason why these changes occur. The reasons may be the economic conditions, change of the working environment or industries, labor market conditions, industry competitions, change in the workers’ attitude etc. An organization must realize that the employee motivation and its process are there to motivate its employees, and hence, the employee input must be valued and included throughout this process.
Dongho Kim在其文章“員工激勵：“直接問你的員工”中表示，發現、理解和實施員工激勵的迫切需要一直是組織、經理甚至一線主管關注的主要問題，因為員工的激勵一直是并將是決定工作績效以及組織成敗的因素。本文的目的是重新強調和分析員工激勵的必要組成部分，以便當代管理者，尤其是那些缺乏經驗的管理者，能夠增強他們對員工激勵的認識和理解。如果一家公司知道其員工為什么按時上班，在公司工作一輩子，并且富有成效，那么公司可能能夠確保所有員工都這樣做。員工激勵因素的優先級隨著時間的推移而變化，這些變化發生的原因不止一個。原因可能是經濟條件、工作環境或行業的變化、勞動力市場條件、行業競爭、工人態度的變化等。一個組織必須認識到，員工的動機及其過程是為了激勵員工，因此，必須重視員工的投入，并將其納入整個過程。
In today’s knowledge-based economy, the most challenging task before a HR Manager is to motivate and retain employees. Though various attempts have been made in this direction, there has not been much of success and no one knows as to what exactly is the route to employees’ heart.
在當今知識經濟時代，人力資源經理面臨的最具挑戰性的任務是激勵和留住員工。盡管在這方面已經做出了各種嘗試，但并沒有取得多少成功，也沒有人知道通往員工心靈的確切途徑是什么。
Sanjeev Sharma (22 July 2006), in his article, “A Right Way to Motivate an Employee is to Win his Heart”, focuses on the reasons why motivation is ignored even though it is of greater significance – motivation is intangible, drives all human actions, can be observed but not measured and is lost in a twilight zone; he compares motivation to that of a pop-up fly ball which can fall into cracks, if not handled or played effectively. Further, he explains the need for motivation and profile 10 areas that powerfully impact motivation which include economic rewards, promotion and transfers, opportunity to grow, challenging and stimulating work, autonomy, leadership, informal psychic rewards, goals and fun. Helping the management team optimize employees’ emotions will enable the organization to make significant impact on the primary sources of competitive advantage in today’s market place.
Sanjeev Sharma在他的文章“激勵員工的正確方式是贏得他的心”中，重點闡述了為什么動機被忽視，盡管它具有更大的意義——動機是無形的，驅動著所有的人類行為，可以觀察但不能衡量，并且迷失在一個朦朧地帶；他把動機比作一個彈出式飛球，如果不有效地處理或打球，飛球可能會掉進裂縫。此外，他解釋了激勵的必要性，并概括了影響激勵的10個方面，包括經濟獎勵、晉升和調動、成長機會、挑戰和激勵工作、自主性、領導力、非正式心理獎勵、目標和樂趣。幫助管理團隊優化員工的情緒，將使組織能夠對當今市場競爭優勢的主要來源產生重大影響。
Beach, Brereton, and Cliff (2003) in their article “Workforce turnover in FIFO mining operations in Australia: An exploratory study.” examined that the term ‘turnover’ refers to employee movements that create vacancies within an organizational unit. These vacancies may be the result of resignations, transfers, retirements, dismissals, or the completion of fixed term contracts.
Beach、Brereton和Cliff在他們的文章“澳大利亞FIFO采礦作業中的勞動力流動：探索性研究”中研究了術語“流動”是指在組織單位內產生空缺的員工流動。這些空缺可能是辭職、調職、退休、解雇或完成定期合同的結果。
Jyothi and Venkatesh (2006), in their book “Human Resource Management”, have told that the application of skill or competence leads to performance and performance is the criterion for evaluating effectiveness. Therefore, a pay-for-competence program enhances productivity and product quality, reduces absenteeism, turnover, and accident rates.
Jyothi和Venkatesh在其著作《人力資源管理》中指出，技能或能力的應用會導致績效，績效是評估有效性的標準。因此，能力薪酬計劃可以提高生產率和產品質量，減少缺勤、離職和事故率。
Campbell and Baldwin(1993), in their article “Recruitment difficulties and skill shortages: an analysis of labor market information in Yorkshire and Humberside”, suggest that in many industrialized countries there is a concern that skills shortages and mismatches are appearing in the labor market and that policy makers are aware that recruitment difficulties and skill shortages may reduce the competitiveness of small and large firms.
Campbell和Baldwin在他們的文章“招聘困難和技能短缺：約克郡和亨伯賽德勞動力市場信息分析”中，這表明，在許多工業化國家，人們擔心勞動力市場上出現技能短缺和不匹配現象，政策制定者意識到招聘困難和技能短缺可能會降低小型和大型企業的競爭力。
Islam and Rasad (2006) in their article,” Employee performance evaluation by the
Islam和Rasad在他們的文章“員工績效評估
AHP: A case study”, studies that employee performance appraisal has been practiced by numerous organizations since centuries. Though performance appraisal system has been debated by many, however, overall, it is viewed that performance appraisal is an inseparable part of organizational life.
AHP：一個案例研究”，研究員工績效評估自幾個世紀以來已被許多組織實踐。盡管許多人對績效考核制度進行了辯論，但總體而言，人們認為績效考核是組織生活中不可分割的一部分。
Wu (2005), in his article “A DEA approach to understanding the performance of
Wu在他的文章“DEA方法理解
Taiwan’s steel industries 1970-1996″, mentions performance management as a complex problem and it involves various kinds of judgments about which performance measure to use. Evaluation scores depend upon these criteria heavily.
臺灣鋼鐵工業1970-1996”，提到績效管理是一個復雜的問題，它涉及對使用哪種績效衡量標準的各種判斷。評估分數很大程度上取決于這些標準。
Hale (1998) in his article “Strategic rewards: Compensation and benefits management. ” stated that employers cited recruitment costs of 50% to 60% of an employee’s first year’s salary and up to 100% for certain specialized, high-skill positions.
Hale在其文章“戰略薪酬：薪酬和福利管理”中指出，雇主引用的招聘成本為員工第一年工資的50%至60%，某些專業、高技能職位的招聘成本高達100%。
Bowen and Shuster (1986) in their article “American professors: A national resource imperiled.” stated that while all constituting elements of an organization are important for its success, it is its enhanced ability to attract and retain the best quality talent that separates it from the others.
Bowen和Shuster在他們的文章“美國教授：國家資源受到威脅”中指出，雖然一個組織的所有組成要素對其成功都很重要，但吸引和留住最優秀人才的能力的增強使其與其他組織不同。
Abbasid and Holman (2000) in their article “Turnover: The real bottom-line. Public Personnel Management” sought to determine the impact of employee turnover on an organization and found that excessive employee turnover often engenders far-reaching consequences and at the extreme may jeopardize efforts to attain the organizational objectives.
Abbasid和Holman在他們的文章“離職：真正的底線。公共人事管理”中試圖確定員工離職對組織的影響，并發現過度的員工離職往往會產生深遠的后果，甚至可能危及實現組織目標的努力。
Elangovan (2001) in his article “Casual ordering of stress, satisfaction and commitment, and intention to quit: A structural equation analysis.” has argued that there is a reciprocal link between organizational commitment and turnover intention, i.e. lower commitment increases turnover intention, which lowers commitment further.
Elangovan在其文章“壓力、滿意度和承諾以及離職意愿的隨機排序：結構方程分析”中指出，組織承諾與離職意愿之間存在相互聯系，即較低的承諾會增加離職意愿，從而進一步降低承諾。
Abdul Rahman, Raza Naqvi, and Ismail Ramay (2008) in their article “Measuring turnover intention: A study of it professionals in Pakistan.” revealed that job satisfaction and organizational commitment had a negative effect on turnover intentions, whereas perceived alternative job opportunities had a significant positive correlation with turnover intentions and is the major factor associated with turnover intention among it.
Abdul Rahman、Raza Naqvi和Ismail Ramay（2008）在他們的文章“衡量離職意愿：巴基斯坦it專業人員的研究”中揭示，工作滿意度和組織承諾對離職意愿有負面影響，而感知到的另類工作機會與離職意向顯著正相關，是其中與離職意向相關的主要因素。
Professionals in Pakistan. Van Dick et al. (2004) in their article “Should I stay or should I go? Explaining turnover intentions with organizational identification and job satisfaction.” have also identified job satisfaction as a predictor of turnover intention; however, they argue that it is a mediating variable between organizational identification and turnover intention. According to their study, organizational identification feeds into job satisfaction, which, in turn, predicts turnover intention.
巴基斯坦的專業人士。Van Dick等人在他們的文章“我應該留下還是應該走？用組織認同和工作滿意度解釋離職意圖”中也確定了工作滿意度是離職意圖的預測因素；然而，他們認為這是組織認同與離職意向之間的中介變量。根據他們的研究，組織認同感會影響工作滿意度，進而預測離職意向。
Gomez-Mejia, Balkin and Cardy (2003) in their article “Managing Human Resources” have analyzed that socialization is the process of orienting new employees to the organization or the unit in which they will be working. Socialization can make the difference between a new worker’s feeling like an outsider and feeling like the member of the team.
Gomez Mejia、Balkin和Cardy在他們的文章“管理人力資源”中分析了社會化是將新員工導向他們將要工作的組織或單位的過程。社會化可以區分新員工的局外人感覺和團隊成員感覺。
Zheng and Lamond (2009) in their article “Forthcoming Organizational determinants of employee turnover for multinational companies in Asia.” found out that training, size, length of operation and the nature of the industry are significantly related to turnover. Determining what constitutes ‘high turnover’ is a complex issue, because there is no simple linear relationship between turnover rates and the social and/or economic performance of companies. Issues ranging from poor job fit, lack of recognition or support from senior management, uncertainty about the organization’s future and poor management communication are some of the reasons why people start looking for other opportunities. Reasons that can be attributed to high employee turnover in the insurance sector are:
Zheng和Lamond在他們的文章“亞洲跨國公司員工流動的未來組織決定因素”中發現，培訓、規模、經營時間和行業性質與流動有顯著關系。確定什么構成“高流動率”是一個復雜的問題，因為流動率與公司的社會和/或經濟績效之間沒有簡單的線性關系。人們開始尋找其他機會的原因包括工作不適合、缺乏高層管理人員的認可或支持、組織未來的不確定性以及管理層溝通不暢等。保險行業員工流動率高的原因有：
Being an insurance agent in India is seen as a societal stigma as there is uncertainty of job and income attached to it. People join insurance companies as a part time job or a gap filler occupation and not as a long-term career. Very few competent people want to become agents owing to low social status attached to it.
在印度擔任保險代理人被視為一種社會恥辱，因為工作和收入都存在不確定性。人們加入保險公司是作為兼職或填補空缺的職業，而不是作為長期職業。由于社會地位低下，很少有有能力的人想成為代理人。
It is a high-pressure job. It is expected from an agent to understand the customer’s needs and sell the products accordingly. This process involves a high level of persuasion and a sustained effort for a long period. A lot of people succumb to such pressures.
這是一項壓力很大的工作。期望代理商了解客戶的需求并相應地銷售產品。這個過程需要高度的說服和長期的持續努力。許多人屈服于這種壓力。
The expectation achievement gap adds to the turnover. Many people are lured to the profession with a high earning potential. However, to earn a decent income, agents require a lot of patience, perseverance, and persuasion in the field. During early phase, the earnings of the agents are low despite hard work. This expectation achievement gap leads many of them to break down in the initial period of joining the profession.
預期成績差距增加了營業額。許多人被吸引到具有高收入潛力的行業。然而，要想賺取可觀的收入，經紀人需要在工作中有很大的耐心、毅力和說服力。在早期階段，盡管努力工作，代理商的收入仍然很低。這種期望與成就之間的差距導致他們中的許多人在加入這個職業的初期就崩潰了。
Scarce skilled or experienced human resource in insurance market leads to wide scale poaching and head hunting amongst the competitors. The industry has yet to witness mature hr processes, like work force planning, training, motivation, and retention. The lack of preplanned recruitment leads the firms to indulge in poaching human resources working in other insurance firms.
預期成績差距增加了營業額。許多人被吸引到具有高收入潛力的行業。然而，要想賺取可觀的收入，經紀人需要在工作中有很大的耐心、毅力和說服力。在早期階段，盡管努力工作，代理商的收入仍然很低。這種期望與成就之間的差距導致他們中的許多人在加入這個職業的初期就崩潰了。
With insurers having a high percentage of the workforce from multiple sectors (non-domain), the chances of losing employees to other fields, like Fast Moving Consumer Goods companies or other financial outfits, are high.
由于保險公司擁有來自多個行業（非領域）的高比例勞動力，員工流失到其他領域的可能性很高，如快速消費品公司或其他金融機構。
Employee Turnover is perhaps paid the least attention among various employees’ issues. It is shrugged off as inevitable. Few companies take a proactive approach towards reducing employee turnover. It always includes substantial costs of replacing the key employee who fall into the category of high performers. Replacing includes the costs of recruitment advertisement, referral bonuses, selection testing, training costs, etc. Moreover, turnover results in loss of time and efforts, low productivity, loss of morale, loss of knowledge and so on.
在各種員工問題中，員工流動率可能是最不受關注的。人們認為這是不可避免的。很少有公司采取積極主動的方法來減少員工流動。它總是包括更換屬于高績效類別的關鍵員工的大量成本。替換包括招聘廣告、推薦獎金、選拔測試、培訓成本等。此外，更替會導致時間和精力損失、生產力低下、士氣低落、知識損失等。
DEALING WITH EMPLOYEE TURNOVER 處理員工流動
Organizations that keep the front line staff motivated and equip them with the right tools are most likely to enjoy long-term superior performance (Rogers and Peccoud 2005). The challenge of creating a dynamic, enthusiastic, motivated front line environment is an opportunity in disguise for organizations. Organizations need employees who are committed, ???exible, and ready to participate in decision-making. Retaining such employees in the organizations is becoming imperative in today’s competitive environment. Behavioral research studies show that all human activities including jobs are directed towards satisfying certain needs. Patterns of individual behavior and motivation differ, because individuals seek to fulfill different sets of needs in different ways as adopted from their environmental and social backgrounds. Maslow (1943) propounded the Hierarchy of Needs theory originally applied as a general theory of psychological motivation. However, the usefulness of its theoretical model was adopted by organizational theorist McGregor in 1960, who applied Maslow’s theory in the work place. Later on, the Hierarchy of Needs theory has been adopted and incorporated into applications in many areas in business (Shoura and Singh 1998). In the management field, it is an effective approach towards understanding motivation. Motivation is connected to several levels of the ‘needs hierarchy’ of human beings. Appreciation, love, respect and fulfilling work are several motivators other than monetary benefits that an individual looks for. An attempt is made in the paper to align Maslow’s Hierarchy of needs to the findings of the survey to offer a better understanding of employee turnover.
保持一線員工積極性并為其配備適當工具的組織最有可能享受長期卓越的績效）。創造一個充滿活力、熱情、積極的前線環境的挑戰，對組織來說是一個變相的機會。組織需要有獻身精神、靈活并準備好參與決策的員工。在當今競爭環境下，在組織中留住這些員工變得越來越重要。行為研究表明，包括工作在內的所有人類活動都是為了滿足某些需求。個人行為和動機的模式不同，因為個人尋求以不同的方式滿足不同的需求，這與他們的環境和社會背景不同。馬斯洛提出了需求層次理論，最初是作為心理動機的一般理論應用的。然而，1960年，組織理論家麥格雷戈將馬斯洛的理論應用于工作場所，采納了其理論模型的實用性。后來，需求層次理論被采納，并被納入商業許多領域的應用中。在管理領域，這是理解動機的有效方法。動機與人類“需求層次”的幾個層次有關。欣賞、愛、尊重和充實的工作是除個人追求的金錢利益之外的幾個激勵因素。本文試圖將馬斯洛的需求層次結構與調查結果相結合，以更好地了解員工流動情況。
Maslow suggests that each individual aspires for a higher-level unfulfilled need once they have gratified the lower order need. An individual’s level of aspirations rise when needs on lower levels are satisfied. The lower four layers of the pyramid are called ‘deficiency needs’ or D-needs, physiological, safety and security, love and belongingness and esteem. With the exception of the lowest layer of physiological needs, if these ‘deficiency needs’ are not met, the body gives no physical indication but the individual feels anxious and tensed. Various levels of Maslow’s Hierarchy of Needs are analyzed in the perspective of insurance agents:
馬斯洛建議，一旦滿足了較低層次的需求，每個人都渴望更高層次的未實現需求。當較低層次的需求得到滿足時，個人的抱負水平就會提高。金字塔的下四層被稱為“缺陷需求”或D-需求，生理、安全和保障、愛和歸屬感以及尊重。除了最低層次的生理需求外，如果這些“缺乏需求”沒有得到滿足，身體不會給出任何生理指示，但個人會感到焦慮和緊張。從保險代理人的角度分析了馬斯洛需求層次的各個層次：
PHYSIOLOGICAL NEEDS: These include the most basic needs that are vital to survival, including the need for water, air, food, and sleep. These needs are the most basic and instinctive needs in the hierarchy. All other needs become secondary until these physiological needs are met. In the perspective of insurance agents, these needs are addressed by the compensation plan. Insurance companies primarily work on incentive-based compensation plans, which lead to income uncertainties. An employee looks forward to a sufficient compensation structure, which would take care of all of his/her basic physiological needs. A robust, safe, and easy to understand compensation plan may retain employees who are striving to materialize their physiological needs. It is necessary for the companies to update the compensation plan with time, so that it fulfills the physiological needs of the individual and his/her family at different stages of their lives.
生理需求：包括對生存至關重要的最基本需求，包括對水、空氣、食物和睡眠的需求。這些需求是層次結構中最基本和最本能的需求。在這些生理需求得到滿足之前，所有其他需求都是次要的。從保險代理人的角度來看，這些需求由賠償計劃解決。保險公司主要從事基于激勵的薪酬計劃，這會導致收入不確定性。員工期望有一個足夠的薪酬結構，能夠滿足他/她的所有基本生理需求。一個穩健、安全、易于理解的薪酬計劃可能會留住那些努力實現生理需求的員工。公司有必要及時更新薪酬計劃，以滿足個人及其家庭在不同生活階段的生理需求。
SAFETY NEEDS: Such needs are important for survival, but they are not as demanding as the physiological needs. Desire for steady employment, health insurance, safe neighborhoods, and shelter from the environment could be a few. There are two aspects of the security, which would concern a person in the insurance business. One is the personal physical security while on field; and the psychological fear of job security with high targets is the second.
安全需求：這些需求對生存很重要，但沒有生理需求那么苛刻。對穩定就業、醫療保險、安全社區和環境保護的渴望可能是少數。安全有兩個方面，涉及保險業務中的人員。一是在場上的人身安全；其次是對高目標工作安全的心理恐懼。
SOCIAL NEEDS: Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense of belongingness. This need of an individual gets highly affected in insurance companies predominantly. Individuals do not gain a high status in society, which is attributed to the social stigma of being an insurance agent, and big target pressure causes separation from one’s family, friends, and relatives. Employees have been found complaining about not being able to spend ample time with their family and friends. The insurance companies may compensate for this by creating a fun-filled work environment and developing a conducive work environment. Teambuilding initiatives can be taken by mangers to inculcate the sense of belongingness.
社會需求：馬斯洛指出，人們尋求克服孤獨感和疏遠感。這包括給予和接受愛、愛和歸屬感。個人的這種需求在保險公司中受到很大影響。個人在社會中沒有獲得很高的地位，這歸因于作為保險代理人的社會恥辱，而大的目標壓力導致與家人、朋友和親戚分離。員工們抱怨無法與家人和朋友共度充足的時間。保險公司可以通過創造充滿樂趣的工作環境和發展有利的工作環境來彌補這一點。管理者可以采取團隊建設舉措來灌輸歸屬感。
NEEDS FOR ESTEEM: A normal human desires to be accepted and valued by others. People engage themselves to gaining recognition, attaining a sense of contribution, feeling accepted and self-valued, be it in a profession or hobby. Imbalances at this level can result in low self-esteem or an inferiority complex. Those working as employees in an insurance company are viewed as people of comparatively less ability. The attitude is developed due to mass recruitment undertaken by insurance firms, where not much focus is placed on selecting suitable candidates. This diminution in esteem leads to leaving the industry on getting a better opportunity. Many companies are focusing on creating a positive image of the industry by using the media, though much is yet to be done. Measures like change in job title and nature of the job could be positive steps in this direction. As the industry matures, the positioning needs a change from being a mere moneymaker option to an industry that provides learning and high growth opportunities.
尊重需求：正常的人類渴望被他人接受和重視。人們致力于獲得認可，獲得貢獻感，感到被接受和自我價值，無論是在職業還是愛好上。這一層次的不平衡會導致自卑或自卑情結。在保險公司工作的人被視為能力相對較弱的人。這種態度是由于保險公司進行大規模招聘而形成的，保險公司沒有太多關注選擇合適的候選人。這種尊重的減少導致該行業無法獲得更好的機會。許多公司正致力于通過媒體塑造行業的正面形象，盡管還有很多工作要做。改變職位名稱和工作性質等措施可能是朝著這個方向邁出的積極步驟。隨著行業的成熟，定位需要從單純的賺錢選擇轉變為提供學習和高增長機會的行業。
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